Abstract
ABSTRACT This exploratory study considers how managers in hospitality and related service industries make significant organizational decisions and how this process is impacted by contextual features. Using a qualitative research design, this study found direct and interacting relationships among several contextual features with decision-making tactics. Key contextual features include decision urgency, risk level, complexity, dynamism, level of decision maker, and internal or external support/opposition. Three primary decision-making process tactics were identified as analysis, judgment, and participative tactics. While this study pointed out many of the relationships among context and process, it also points to the concept that successful decision outcomes seem more likely to occur when multiple tactics are used in hospitality and other high-contact service business sectors.
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