THE SINCHRONIZATION OF THE STRATEGIC DECISION-MAKING WITH THE FORMAL STRATEGIC PLANNING

Authors

  • Walter Bataglia Universidade Presbiteriana Mackenzie
  • Abraham Sin Oih Yu Universidade de São Paulo

Abstract

The dynamicity of the competitive environment can become a decision included in the operational plan unfeasible in the period between its approval in the strategic planning and the beginning of its implementation. By the other side, in order to profit by opportunities it may be need making a potentially worthwhile decision not contemplated in the operational plan. The aim of this study is to analyze how companies synchronize the strategic decision-making with the formal strategic planning. The methodology used was the multiple case study. Cases were caught from four agribusiness companies of the State of São Paulo. The analysis revealed that decisions programmed in the budgetary plan are revaluated and authorized by top management immediately before the first capital allocation. New decisions not included in the budgetary plan are authorized by reallocation or supplementation of budgets. In both cases, the authorization process is centralized and formal.

KEYWORDS Strategic decision-making; Strategic decision-making process; Strategic planning; Organizational strategy; Strategic management.

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Author Biographies

Walter Bataglia, Universidade Presbiteriana Mackenzie

Doutor em Administração pela Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo (USP). Professor Assistente pelo Centro de Ciências Sociais e Aplicadas da Universidade Presbiteriana Mackenzie (UPM).

Abraham Sin Oih Yu, Universidade de São Paulo

Livre-docente pela Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo (USP). Professor Associado da Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo (USP).

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Published

2008-11-13

Issue

Vol. 9 No. 5 (2008)

Section

Presentation

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