Strategic decision making within organisations have become increasingly complex, due to organisations having to address multiple needs simultaneously. Paradoxes within the overall strategic decision making process add to this complexity, and at times increase the level of tension within the process. This study aims to explore the key influences of paradoxes and tension, as well as determine if the balanced scorecard can be used as a framework to help uncover these paradoxes, and as a result reduce tension.
A qualitative and explorative research method was used, due to its ability in assisting with the formation of new insights derived from constructed themes. Data had been collected through thirteen, semi-structured, in-depth interviews with senior strategic decision makers working in large multinational organisations.
The study uncovered various factors contributing to paradoxes and tension, as well as ways in which these could be addressed. The use of the balanced scorecard within the overall strategic decision making process, as a measurement and predictive framework, was explored and was found to have the ability to reduce paradoxes and tension. The findings of this study contributed to the formation of a conceptual six-step model, which was designed as a practical framework that could be used by strategic decision makers.
Mini Dissertation (MBA)--University of Pretoria, 2019.