Strategic Decision-making in Organizational Performance: A Quantitative Study of Employee Inclusiveness

Historically, only those in senior leadership positions within the executive office were felt to understand and employ strategic literacy to possess the skill, knowledge, and expertise to most effectively formulate corporate strategy and make strategic decisions. The purpose of this quantitative correlational explanatory study was to determine if this 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. In addition, the intent was to extend the foundational work of Drs. Wooldridge and Floyd from their 1990 study, using the modified Delphi Technique to look at the significance of additional employee involvement in the strategic decision- making process as it correlates to organiational performance.