Problem: What key strategic decisions are required when choosing the right entry mode for a small Swedish firm, with a high-end jewellery brand, on the complex Japanese market? Purpose: The purpose of this research is to investigate different strategic choices in regards to the entry mode and the introduction of an exclusive brand on the Japanese market. The research will be supported by analysing the current situation of Sandberg and its aim to enter new markets. The authors of this thesis aim at enlighten the important issues regarding the key strategic decisions that Sandberg will have to take when entering Japan. The ambition with this thesis is to illustrate how firms in high-end sectors in similar industries can apply the overall concepts in order to successfully enter the Japanese market. Method: The authors of this thesis have chosen a descriptive approach and marketing literature has been studied in order to find suitable theories to help the analysis of the Japanese market. Root (1998) argues that the social environment plays an important role in the choice of entry mode and can be analysed through the PESTEL framework. As long as the businesses have an understanding that the competitive marketplace never reaches a static state (Grant, 1995), the PESTEL framework is useful if it is continuously changed over time (Walsh, 2005). The deductive approach will be used since the authors of this thesis will focus on searching for already existing theories in external sources in order to enable an understanding for the strategic decisions that have to be made in regards to entering the Japanese market (Lekvall & Wahlbin, 2001). The deductive data analysis is preferable since the nature of the concept, with the use of existing theory, gives a more objective research. Results: This thesis demonstrates that some of the most important strategic decisions that have to be taken when entering the Japanese market concerns following issues: (a) entry mode, (b) trade partners, (c) transportation, (d) currency rate, (e) location, and (f) type of establishment. Finally, the authors of this thesis believe that Sandberg will benefit from international operations in the Japanese market. It will most likely open up opportunities for future growth in the area due to the almost certain enhancement which in turn give increased opportunities for expansion. It is without doubt up to Sandberg to take advantage of the growing demand in the region. / Problem: Vilka strategiska nyckelbeslut krävs när en liten svensk organisation, med ett lyxigt smyckemärke, ska välja sätt att gå in på den komplexa japanska marknaden? Syfte: Syftet med den här undersökningen är att utreda olika strategiska beslut med tanke på inträdet och introduktionen av ett exklusivt märke på den japanska marknaden. Undersökningen kommer att understödjas genom att författarna analyserar den svenska firman, Sandberg, nuvarande situation och Sandbergs mål att inträda på nya marknader. Författarna till den här uppsatsen inriktar sig på att lämna upplysningar gällande de viktiga saker rörande strategiska nyckelbeslut som Sandberg måste ta när de går in på den japanska marknaden. Ambitionen med den här uppsatsen är att illustrera hur organisationer i exklusiva sektorer inom liknande industrier ska kunna tillämpa de övergripande koncepten för att framgångsrikt inträda på den japanska marknaden. Metod: Författarna till den här uppsatsen har valt en deskriptiv infallsvinkel och marknadslitteratur har studerats för att finns passande teorier för att underlätta en analys av den japanska marknaden. Root (1998) menar att den sociala omgivningen spelar en viktig roll när en organisation väljer sätt att gå in på en ny marknad och anser att omgivningen kan analyseras genom PESTEL. Så länge som organisationen har en förståelse för att den konkurrenstäta marknaden aldrig når ett statiskt tillstånd (Grant, 1995), så är PESTEL användbart om den kontinuerligt ändras över tiden (Walsh, 2005). Den deduktiva infallsvinkeln används eftersom författarna till den här uppsatsen fokuserar på att söka efter redan tillgängliga teorier i externa källor för att möjliggöra en förståelse för de strategiska beslut som måste tas med tanke på ett inträde på den japanska marknaden (Lekvall & Wahlbin, 2001). Den deduktiva dataanalysmetoden föredrogs på grund av karaktären av konceptet, att användandet av existerande teorier ger en mer objektiv undersökning. Resultat: Den här uppsatsen demonstrerar att några av de viktigaste strategiska besluten som måste tas inför ett inträde på den japanska marknaden rör följande saker: (a) sätt att gå in på marknaden, (b) handelspartners, (c) transport, (d) valutakurs, (e) lokalisering, och (f) typ av etablering. Författarna till den här uppsatsen menar slutligen att Sandberg kommer att ha nytta av internationella aktiviteter på den japanska marknaden. Det kommer troligen öppna upp för framtida tillväxt i området och nya möjligheter för expansion. Det är utan tvekan upp till Sandberg att ta tillvara på fördelarna av den nu växande efterfrågan i området.

Uma questão central no estudo da estratégia é a tomada de decisão estratégica ou TDE (Eisenhardt e Zbaracki,1992; Papadakis e Barwise, 2002; Furrer et al, 2008; Ribeiro et al, 2016). Estudos anteriores demonstraram que, em setores mais dinâmicos de atividade, é melhor tomar decisões estratégicas mais rapidamente - já que processos estratégicos tradicionais e demasiadamente estruturados podem fazer com que empresas inseridas em ambientes de alta velocidade se tornem menos competitivas (Eisenhardt e Bourgeois, 1988; Judge e Miller, 1991). Mas e quanto aos ambientes de velocidade moderada, como os hospitais? Será que estes ambientes requerem uma TDE tão veloz quanto a prescrita pela literatura para as empresas, por exemplo, de Tecnologia? A resposta para esta pergunta pode ser útil a decisores atuando em ambientes menos velozes. Com o propósito maior de contribuir para sua obtenção, a pesquisa aqui apresentada teve como objetivo a análise dos processos decisórios estratégicos de três hospitais, através de entrevistas retroativas e semi-estruturadas realizadas com os diretores destas organizações. Para isso, foi utilizada a abordagem metodológica do tipo estudo de caso exploratório de casos múltiplos (Martins, 2008; Zainal, 2007). Foram realizadas entrevistas semiestruturadas com 15 executivos de três hospitais, num intervalo de 6 meses. As entrevistas foram analisadas em seu conteúdo e trianguladas com dados provenientes da análise documental (Yin, 1999). Os casos foram então comparados com os da literatura pré-existente. Resultados: (a) os processos decisórios estratégicos avaliados nesta pesquisa se revelaram estruturados e seguiram um padrão de ordenação de fases (Mintzberg, 1976), tendo durado mais tempo do que o prescrito pela literatura de TDE para empresas em ambientes rápidos (Eisenhardt e Bourgeois, 1988). Seus tempos de duração, porém, se mostraram adequados às dinâmicas de mercado em que as organizações estudadas estão inseridas e ao caráter estratégico das decisões; (b) os estilos de TDE foram predominantemente racionais, embora tenham sido evidenciados comportamentos políticos. Através de informações provenientes tanto de documentos quanto das entrevistas, foi possível observar variações no estilo de TDE nestas organizações, ao longo do tempo. Estes foram se tornando cada vez menos centralizados e menos políticos; (c) cinco das seis decisões estudadas estavam completamente alinhadas a objetivos estratégicos claros e bem comunicados, obtidos através de processos de planejamento estratégico abrangentes e estruturados, feitos com a ajuda de consultorias especializadas. Estas características parecem ter relação direta com o sucesso da implementação da decisão estratégica e (d) a análise dos resultados evidenciou, ainda, que a experiência e o perfil de liderança dos decisores foram determinantes da forma como os processos de TDE ocorreram e do sucesso de sua implementação. Em todos os casos estudados, os superintendentes gerais trouxeram para a organização atual executivos que fizeram parte de suas equipes em outros hospitais, tendo este fato por si só contribuído para o consenso nas decisões e para a presença de um certo nível de comportamento político. Limitações: A aparente estruturação dos processos decisórios pode ser fruto da racionalização a posteriori dos entrevistados ou da seleção de casos menos conflituosos pelos líderes dos hospitais estudados. Estudos futuros em que os pesquisadores presenciem as reuniões de TDE podem reduzir estas limitações. / A central issue in the study of Strategy is Strategic Decision Making or SDM (Eisenhardt and Zbaracki, 1992; Papadakis and Barwise, 2002; Furrer et al., 2008; Ribeiro et al., 2016). Previous studies have shown that, in more dynamic industries, it is better to make strategic decisions more quickly, since traditional strategic and structured processes can cause companies in highly accelerated environments to be less competitive (Eisenhardt and Bourgeois, 1988; Judge and Miller, 1991). But what about organizations operating in moderate velocity environments, such as hospitals? Do they require such fast-paced decision-making processes, as the ones prescribed by SDM authors for Technology companies? The answer to that question may be of interest for decisors in moderate paced environments. With the main purpose of trying to answer it, we have analized SDM processes in three hospitals, by means of semi-structured and retroactive interviews with top level executives at these organizations. A methodological multiple case study approach was used (Martins, 2008; Zainal, 2007). 15 executives in three hospitals have been interviewed for this study, in a six-month interval. The data was triangulated with document analysis (Yin, 1999), and compared to the existing literature. Results: (a) the strategic decision-making processes evaluated in this research have proved to be well structured, following a pattern of stage sequencing (Mintzberg, 1976), having lasted longer than what is prescribed for fast paced industries in the literature (Eisenhardt e Bourgeois, 1988). The duration of these processes, however, suits the dynamics of the industry and the strategic character of the decisions in the examined cases; (b) a predominantly rational decision-making approach was observed, even if a certain degree of political behavior has been observed. Document and interview content analysis have revealed changes in SDM style, over time. SDM seems to be less politic and centralized nowadays than it was 20 years ago; (c) five of the six decisions studied were completely aligned to clear and well communicated goals, which were obtained through comprehensive and structured strategic planning processes that were implemented with the help of specialized consultancies. This fact seems to have direct relation with the rationality of the decision and the success of its implementation and (d) the analysis of the results demonstrated that decision-makers\' characteristics, such as educational background, previous experience, and leadership skills were instrumental in the way the strategic decision-making processes occurred in the cases studied in this research. However, in all cases studied, the general managers have invited former team members with whom they had worked in other organizations, and that fact alone could have contributed to the level of consensus observed and to the presence of a certain degree of political behavior. Limitations: the apparently structured nature of these SDM processes may be due to some form of retrograde rationalization made by the interviewees and/or a biased selection of cases by the hospital general managers. Future studies where researchers can witness ongoing SDM processes may produce cleaner data.

O fornecimento de informações relevantes em momentos que sejam oportunos para influenciar decisões estratégicas de desenvolvimento tem representado, há muito tempo, um grande e árduo desafio para a prática de Avaliação Ambiental Estratégica (AAE). O entendimento apropriado das questões que respondem pelas causas reais de problemas decisórios sugere uma oportunidade para alcançar o papel estratégico potencial da AAE e influenciar as decisões tomadas para a formação de uma ação estratégica. Este trabalho procura entender e discutir como se operacionaliza uma perspectiva mais estratégica de AAE, questionando o papel de procedimentos e mecanismos que observam o timing dos problemas de decisões estratégicos. Para alcançar este objetivo foram analisados processos de AAE, considerando a influencia do problema de decisão que motiva a formulação de ações estratégicas. Como estudo de caso foram selecionados nove relatórios de AAE realizados para ações associadas ao planejamento estratégico de transporte do Brasil e do Reino Unido. Entre os principais resultados foi observado que, ao contrário do Reino Unido, nenhum dos relatórios de AAE brasileiros definiu objetos de avaliação que fossem relevantes para o timing das decisões estratégicas de transporte analisadas. Os resultados encontrados sugerem a existência de três questões principais que influenciam diretamente a prática de AAE brasileira e estão associadas à necessidade de capacitação por parte dos praticantes deste contexto: a falta de entendimento sobre as diferenças que definem o que é uma ação estratégica e o que é um projeto; a falta de entendimento sobre qual é o objeto de uma AAE; e a falta de entendimento sobre quais são as questões que auxiliam a definir o objeto de uma AAE relevante para as tomadas de decisões estratégicas de desenvolvimento. / Relevant options at opportune timing to influence the strategic decision making have been a great and arduous challenge to the Strategic Environmental Assessment (SEA) practice. The proper understanding of issues that account for the real causes of decision problems suggests an opportunity to reach all the strategic role potential of SEA and influence decisions made for formation of a strategic action. This work seeks to understand and discuss how to operationalize a more strategic perspective of SEA, examining the role of procedures and mechanisms that comply with the timing of strategic decisions problems. To achieve this goal were analyzed AAE development processes, considering the influence of the decision problem that motivates strategic actions formulation. As case studies were selected nine SEA reports prepared for actions associated with transport strategic planning in Brazil and the United Kingdom. Among the key findings was observed that, unlike the UK, none of the Brazilian SEA reports has defined objects of assessment that were relevant to the timing of transport strategic decisions analyzed. Among the key findings was observed that, unlike the UK, none of the Brazilian SEA reports has defined relevant objects of assessment to the timing of transport strategic decisions analyzed. The results suggest three main issues that directly influence Brazilian SEA practice and are linked with the need for building capacity of practitioners: the lack of understanding of the differences that defines what is a strategic action and what a project; the lack of understanding of what is the object of an SEA; and the lack of understanding of what are issues that help define the relevant object of an SEA to development strategic decision-making.

A estratégia de Tecnologia da Informação - TI é um aspecto fundamental para todos os negócios e a sua efetiva implementação requer o domínio do alinhamento estratégico. Um dos grandes desafios dos executivos de TI é como administrar toda a demanda gerada pelas áreas negociais, tendo presente o alinhamento estratégico. Este estudo analisa a forma como o Banco do Brasil que nos últimos anos promoveu uma transformação na área de TI, vem tratando o tema alinhamento estratégico e como as decisões afetam as áreas negociais daquela Instituição. Ao estudar o tema tomada de decisão, a sustentação recai nos trabalhos desenvolvidos por Herbert A. Simon e Paul C. Nutt dois dos principais estudiosos do assunto. A abrangência da matéria determina a necessidade de sua delimitação, razão pela qual este estudo focaliza a aplicação do Método AHP (Análise Hierárquica de Processos) no universo de tomadas de decisão, no contexto do alinhamento estratégico. O estudo de caso explora o processo de tomada de decisão no Banco do Brasil e o seu modelo de priorização de demandas, baseado no Método AHP como um dos sustentáculos do alinhamento estratégico. Analisa como esse modelo vem viabilizando a redução do seu backlog, um dos maiores problemas de gestão de TI. Apresenta ainda dois estudos ex post facto para demonstrar a aplicabilidade de software de apoio à decisão baseado no Método AHP. A análise dos resultados assinala a necessidade de a área de TI incorporar mais um novo conceito denominado Governança Corporativa que poderá provocar uma ruptura no tradicional modelo de gestão de TI. / The Information Technology - IT strategy is a fundamental issue for every business. The effective use of IT strategy requests the domain of the strategic alignment. One of the biggest challenges for executives of IT is how to administrate all the demands in the business area considering the strategic alignment. This study analyses how the Banco do Brasil that in the last few years has promoted a true revolution in the IT area, it has dealt the strategic alignment theme and how the decisions affect the negotiating areas of that Institution. On studying the theme decision making, the largest support is on the work developed by Herbert A. Simon and Paul C. Nutt two of the main researchers of the theme. The importance of the theme determines the need of its delimitation. That is the reason why this study focuses on Analytic Hierarchy Process (AHP) application in the universe of decision making, in the strategic alignment. The case study explores the decision making process in the Banco do Brasil and his Demands Priority Model, based on AHP, like one of the support for the strategic alignment of IT. It analyses how this instrument is taking the reduction in its backlog, one of the biggest problems of the IT management. It also presents two studies ex post facto to demonstrate the applicability of decision support software based on the AHP. The analysis of the results marks the need of the IT area to incorporate a new concept called IT Corporate Governance that will disrupt the traditional IT management model.

A presente pesquisa visou levantar dados que permitissem aprofundar o entendimento sobre as habilidades organizacionais de resolução de conflitos e sua relação com o consenso entre os gestores no processo decisório estratégico de organizações inseridas em ambientes organizacionais dinâmicos, complexos e não munificentes (DCM-). Desenvolveu-se, para tanto, um conjunto de hipóteses relacionando esses construtos, que foram testadas com dados sobre o processo decisório estratégico de organizações do segmento de Telefonia Fixa do setor de Telecomunicações da economia brasileira. Os dados foram coletados pela aplicação de 39 questionários em gestores selecionados, via amostragem aleatória simples, de uma população alvo de 55 gestores. As hipóteses foram testadas usando-se as técnicas estatísticas de análise de significância univariada e de análise de regressão bivariada e multivariada. Os resultados mostraram que as características do ambiente organizacional DCM- influenciam o desenvolvimento de competências organizacionais de resolução de conflitos nas organizações nele inseridas, gerando duas possíveis abordagens para a solução dos conflitos que emergem entre os gestores no processo decisório estratégico. Na primeira, os conflitos são resolvidos em conjunto pelas partes opositoras, a partir de uma postura cooperativa. Eventuais impasses são resolvidos por mediação e/ou por um terceiro com autoridade legítima, com base na cooperação das partes. Essa abordagem está associada com um maior nível de racionalidade e compreensão da decisão pelos gestores e com um maior nível de consenso no processo decisório estratégico. Além disso, vincula-se a menores níveis de atividade política e ao maior comprometimento dos gestores. Na segunda, os conflitos são resolvidos por atividades políticas e eventuais impasses por mediação. Essa abordagem vincula-se a um menor nível de comprometimento dos gestores. Esses resultados levam a duas implicações. A primeira é que as competências organizacionais de resolução de conflitos determinam padrões interativos recorrentes entre executivos que influenciam o processo decisório estratégico tanto quanto as características da decisão. Isso contrasta com abordagens anteriores que colocam as características da decisão como soberanas. A segunda é que a alta administração deve estar atenta ao balanceamento do uso das abordagens cooperativa e competitiva na resolução dos conflitos no processo decisório estratégico, de forma a dosar os níveis de atividade política, cooperação, inação, e consenso que se deseja manter na organização. / The present research aimed lifting data that could permit to deepen the comprehension about organizational abilities of conflict resolution and its relationship to the consensus among managers on the strategic decision-making process of organizations inserted in dynamic, complex and few-munificent organizational environments (DCM-). Thus, it was developed a set of hypotheses relating these constructs, that were tested with data about strategic decisionmaking processes of organizations from the Fixed-Voice segment of the Telecommunications industry of the Brazilian economy. Data were collected by applying 39 questionnaires to managers selected, via simple random sampling, from a target population of 55 managers. Hypotheses were tested using the statistical techniques of univariate significance analysis and of bivariate and multivariate regression analysis. The results showed that the characteristics of the DCM- organizational environment influence the development of conflict-resolution organizational competences in the organizations inserted in it, generating two possible approaches for solving conflicts that emerge among managers on the strategic decision? making process. In the first approach, opposite parties, upon a cooperative posture, solve conflicts jointly. Eventual impasses are solved by mediation and/or by a third party with legitimate authority, with cooperative support from parties. This approach is associated with a higher level of rationality and comprehension of the decision by managers and with a higher level of consensus among managers on the strategic decision-making process. Besides, it is bound to lower levels of political activity and higher commitment of managers. In the second approach, conflicts are solved via political activities and eventual impasses are solved by mediation. This approach is associated with a lower level of commitment of managers. These results lead to two implications. The first implication is that conflict-resolution organizational competences determine recurrent interactive patterns among executives that influence the decision-making process as much as the decision characteristics. This contrasts with previous approaches that argument that decision characteristics are sovereign. The second implication is that top management should be attempted to the tradeoff between the use of the cooperative and competitive approaches for conflict resolving, so that it be possible to dose the levels of political activity, cooperation, inaction and consensus that are desired in the organization.

The main purpose of this research is to use Hermeneutic research approach to find out how Decision Support System (DSS) is used in banks and financial services. The research started from one stance, from which the further process could be extended to reach more complete picture of Decision Support System’s usage in strategic decision makings in banks. The research is also trying to find out the drawbacks and benefits of the DSS which have been used nowadays in banks. Furthermore, the future improvements of using DSS to make better decisions related with moral and different environments are also being discussed in the research findings. During the primary data collection, resources from different channels have been used to support the research. The primary data sources include lectures and discussion in three banks’ visiting opportunities in Stockholm, Sweden, one interview with IT Vice president from Bank of America Merrill Lynch, New York, two interviews with a professor and a director respectively from Lund University and Financial Services Innovation Centre in University College Cork, Ireland. Experiences from both academic and practical have been shared to strength the research’s validity and trustworthiness. Hermeneutic research approach addresses through the whole research process which needs to be open-minded and flexible. Unawareness of DSS for people who are working in banks is one of the issues today. Different embedded models regarding various functions are not so clear to bank staff; thus there is a gap between human decisions and system decisions. There is a variation of requirements between central banks, retail banks, commercial banks, investment banks. Hence there should be a differentiation when implementing a system. Banking systems are widespread systems which are influenced by environment factors, political, economic, socio-cultural and technological variables.

As organisations operate in a globalised, competitive and ever-changing environment, the process of making strategic decisions, the introduction and implementation of organisational changes, and employees’ responses towards these changes are typical challenges in organisational life. In this content, the recent financial crisis of 2007-2008 had a profound impact on the Greek economy, as the Greek banking sector had undergone a series of profound organisational changes that were met with a mixed response from employees. The aim of this study is to investigate and propose an integrated theoretical model on the relationship among strategic decision-making process (SDMP), organisational change and employees’ responses to change in Greek banks. To achieve this aim, the SDMP by which organisational changes were introduced in Greek banks, and employees’ EVLN behavioural responses towards these changes are examined. Two questionnaire surveys were conducted and data were collected from 11 CEOs and 78 members of top management teams, and 1,259 Greek bank employees. The study adopted the positivistic approach and data were quantitatively analysed by using the statistical software of SPSS version 2.1 and AMOS version 22.0. The findings suggest that top management teams used their Rationality, Intuition and Political behaviour during SDMP, and different contextual factors had a different impact on this process. Moreover, employees’ EVLN behavioural responses varied depending on the type of organisational change and the level of impact of organisational commitment, job satisfaction and psychological contract breach on their responses. Also, significant differences were found on employees’ responses in terms of their age, gender, educational level, length of service at the bank, position at the bank, and the bank they worked for before the changes. The key contribution to knowledge is that this is the first study that develops an integrated theoretical model that examines the relationship among SDMP, organisational change and employees’ EVLN behavioural responses. It also enhances our knowledge and extends the literature on a number of relationships such as the impact of the antecedents of SDMP on SDMP dimensions, the effect of SDMP dimensions on organisational change, and the impact of different types of organisational change on employees’ EVLN responses. Such contribution has significant implications on making strategic decisions and managing change in times of crises.

The world is changing. With more complex products and services available, shortened life cycles, and shifts in customers behavior due to the increased availability of information, companies needs to explore new capabilities and organizational practices to effectively preserve a competitive advantage through new innovations. A competitive advantage is said to be difficult to create and sustain in today’s markets. Many startups and corporates, are therefore, changing their innovation processes from a traditional linear process to more of an open process. Many scholars have studied this phenomenon from a corporate perspective, leaving a gap in existing literature on how startups are contributing with their innovative and entrepreneurial mindset to the context of open innovation. It is visible that startups are possessing an extensive amount of exploration capabilities, while lacking capabilities related to exploitation. Finding a balance between exploration and exploitation capabilities is an issue for startups due to its limitations of resources. Therefore, the purpose of this study is to distinguish how an innovation hub enables startups with balancing exploration and exploitation capabilities. For this study, the innovation hub of our choosing is Ignite. Based on the literature review and the identified research gaps, the following research question has been formulated to investigate the phenomenon of balancing organizational capabilities from a startup perspective: RQ: How can an innovation hub help startups find a balance between exploration and exploitation capabilities? To properly answer the research question, the chosen research approach was selected as a qualitative research method. The empirical findings were gathered from 11 semi-structured interviews, where nine interviews have been with managers from startups active in Ignite and two interviews with team members from Ignite. In addition to the empirical findings, we developed a proposed framework that explains the whole process of startups being active in Ignite from pre-intervention, addressing challenges related to startups and the reasons why they should engage in being active in an innovation hub, to post-intervention, addressing the possible outcomes received by being active in Ignite. To conclude, this thesis contributes with an understanding on how startups may use a third party, such as Ignite, to get help with the balancing act of exploration and exploitation capabilities. The findings show that the third party is helping the startups with balancing their organizational capabilities in an indirect way. This is done through Ignite’s accurate matchmaking process and their deep understanding about which capabilities the big corporations are looking for, which Ignite gathers from a needs analysis together with the big corporation. From this thesis, startups as well as big corporations, will understand the importance of involving a third party for the purpose of creating and sustaining a competitive advantage by balancing their exploration and exploitation capabilities.

The purpose of this study is to define Intuitive Intelligence and identify the role of Intuitive Intelligence in Leadership Strategic Decision Making. The study provides a framework for Intuitive Intelligence within the context of leadership strategic decision making. Empirical study: The study used a dual phased research design, which included qualitative mixed methods; deconstruction, grounded theory, triangulation, and the use of Atlas ti. Research Limitations / Implications: This study would be enhanced by future studies using an extended scope. Suitable testing and assessment methods would also offer a suitable quantitative perspective. Value / Benefit: The study serves to assist executives' awareness of factors enhancing decision making skills such as the utilisation of Intuitive Intelligence; as well as to highlight those risk factors which may inhibit effective strategic decision making. Summary: The research study is focused on the role of Intuitive Intelligence in terms of effective leadership strategic decision making. Rooted within the epistemological context of Leadership, Complexity and Chaos, Strategy as Practice, Knowledge Management, Sense making and Decision making, the focus is on the role of Intuitive Intelligence within such context. The research study contributes toward an understanding of how Intuitive Intelligence enhances the effectiveness of leadership strategic decision making; within the context of business leadership in South Africa, and strives to serve business leaders engaged in such strategic decision making. Findings and conclusion: The findings support the case for the development, use and role of Intuitive Intelligence in terms of effectiveness of leadership strategic decision-making. / Business Management / D.B.L. (Business Leadership)

Background: Digital technologies are increasingly transforming traditional businesses, and their pervasive impact is leading to a radical restructuring of entire industries. While the significance of generating competitive advantages for businesses utilizing big data analytics is recognized, there is still a lack of consensus of big data analytics influencing strategic decision-making in organisations. As big data and big data analytics become increasingly common, understanding the factors influencing decision-making quality becomes of paramount importance for businesses. Purpose: This thesis investigates how big data and big data analytics affect the operational strategic decision-making processes in enterprises through the theoretical lens of the strategy-as-practice framework. Method: The study follows an abductive research approach by testing a theory (i.e., strategy-aspractice) through the use of a qualitative research design. A single case study of IKEA was conducted to generate the primary data for this thesis. Sampling is carried out internally at IKEA by first identifying the heads of the different departments within the data analysis and from there applying the snowball sampling technique, to increase the number of interviewees and to ensure the collection of enough data for coding. Findings: The findings show that big data analytics has a decisive influence on practitioners. At IKEA, data analysts have become an integral part of the operational strategic decision-making processes and discussions are driven by data and rigor rather than by gut and intuition. In terms of practices, it became apparent that big data analytics has led to a more performance-oriented use of strategic tools and enabling IKEA to make strategic decisions in real-time, which not only increases agility but also mitigates the risk of wrong decisions.