INVESTIGATING THE IMPACT OF STRATEGIC DECISION MAKING ON ORGANIZATIONAL PERFORMANCE AT MUKWANO GROUP OF COMPANIES, KAMPALA, UGANDA.

Abstract

The purpose of this study is to determine if the traditionally held view of the strategic management process where strategic decision making had once been entrusted solely to the organization’s top management was still valid. Historically, only those in senior leadership positions within the executive office were felt to understand and employ strategic literacy in order to possess the skill, knowledge, and expertise to most effectively formulate corporate strategy and make strategic decisions. The decision-making styles and strategies of organisations play significant roles in their competitive advantage and the achievement of superior performance. The purpose of this study is to explore the effect of decision -making styles on the strength of the relationship between competitive strategy and organisational performance among large construction organizations. The purpose of the present study was to extend the foundational work of Wooldridge and Floyd from their 1990 study, using the modified. To look at the significance of additional employee involvement in the strategic decision making process as it correlates to organizational performance.