Enhancing SDMP for improved strategic outcomes: A complementary strategic decision-making approach

Abstract

In today's competitive business world, organisations must make effective strategic decisions to survive and succeed. This study challenges the traditional belief that decision-making should solely rely on either intuition or rational Strategic Decision-Making Approaches (SDMAs). Instead, it examines how these two approaches interact within their influence on strategic outcomes. The research involved interviewing 12 participants in strategic leadership positions. The findings highlight that intuition and rational SDMA are not opposing forces and suggest a more harmonious approach where they complement each other. Rational decision-making brings logic and analysis to the process and the ability to predetermine measurable outcomes that hold stakeholders accountable. At the same time, intuition provides unique insights stemming from experience and gut feeling, as well as the ability to communicate and collaborate with other functions effectively. Horning on these strengths together with understanding the strategic decision, understanding personal preferences and decision-making style, and embracing diversity and collaboration will result in improved or achieved strategic outcomes. The findings of this study have important consequences for both businesses and academia. It is recommended that leaders in strategic positions promote the inclusion of various viewpoints when making decisions, which implies that leadership development programs should support this approach. Organisations should ensure that their strategic choices are consistent with their overall objectives and cultivate a culture that appreciates adaptability, diversity, and reliance on intuition. These suggestions aim to assist organisations in effectively navigating complex Strategic Decision Making Processes (SDMP), enhancing their profitability, and attaining long-term sustainability.