In this paper results from parallel large scale studies of strategic decision making in Sweden and the United Kingdom are reported. Swedish decision makers are found to employ a decision making style which emphasizes negotiation within a restricted group. This style, which involves considerable information search, leads to very long decision times. Strategic decisions in Britain are made among groups which include fewer strongly committed participants. Delays are common and often serious, but do not lengthen the process unduly. Decision styles in both countries include contrasting tendencies which produce a dynamic tension in the decision arena. Copyright

Additional Metadata
Persistent URL dx.doi.org/10.1111/j.1467-8551.1991.tb00017.x
Journal British Journal of Management
Citation
Axelsson, R. (Runo), Cray, D, Mallory, G.R. (Geoffrey R.), & Wilson, D.C. (David C.). (1991). Decision Style in British and Swedish Organizations: A Comparative Examination of Strategic Decision Making. British Journal of Management, 2(2), 67–79. doi:10.1111/j.1467-8551.1991.tb00017.x