Abstract
The goal of this paper is to analyze the relative convenience of using a rational process for making strategic decisions. According to traditional views, the strategic decision making process should be aligned with the so-called rational or synoptic process. Nevertheless, a look at the decisions taken by firms clarifies that this is far from the truth, -there are many aspects which could foster or refrain the degree of rationality. After explaining a wholly rational strategic process coupled with its potential strengths, this paper presents the principal criticisms to the model, in addition to the factors conditioning the level of rationality of the process in practice. As a consequence of this comparison, our conclusions defend the use of an intended rational process, bearing in mind the multiple internal and external influences that will affect the decision scheme, undermining the degree of rationality.
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