This thesis studies seven strategic decisions made in the family-owned forestry company Robertsfors AB, in Northern Sweden. During the present century Ro­bertsfors AB has developed from a patriarchally concern controlled into a capi­talistic industrial company. This also meant a radical change in the decision­making process. Two factors were decisive in this process: the managing direc­tor's values, and altered power relationships both within the company and exter­nally in relation to e g state and municipal authorities and labour market organi­zations. The patriarchal Seth M Kempe, managing director 1897-1927, placed greater value on the company's independence than on profitability, and he personally, after discussions with the production manager, made the strategic decisions to build a sulphite mill in 1902 and not to build a sulphate mill in 1918. He also had no confidence in outside experts. Maximum profits on paid up capital, quick decisions and delegation of re­sponsibility were the marks of the years 1928-1947, when Seth M Kempe's son Erik was managing director. The strategic decision to close down the sawmill in 1935 was made by the company board, while he himself made the decisions early in the 1940's to produce sulphite alcohol and to establish an impregnation works, and finally to close down the sulphite mill in 1948. Responsibility for the community and the company's work force increased in importance during the years 1948-1968, when Erik's brother Ragnar was man­aging director. Now the board once again had real power. Decision-making was based on negotiation and compromise between management, the board, union organizations and state authorities — which is reflected in the strategic decision of 1967 to rebuild the foundry. / digitalisering@umu