In the 1990s there has been growing interest in the process of strategic decision-making amongst both managers and researchers. Strategic decisions are important for five main reasons: they are large-scale, risky and hard to reverse; they are a bridge between deliberate and emerging strategies; they can be a major source of international learning; they play an important part in the development of individual managers and they cut accross functions and academic disciplines. This book summarizes the current research on strategic decision-making, with chapters prepared by strategy researchers. The editors also present implications for current applications and propose directions for future research.