Strategic Decision-Making in Large Holding Firms: Diversification, Influencing Factors, Similarity and Difference, and Challenges

Abstract

Holding corporations offer a distinctive environment for strategic decision-making because of their intricate organizational structures and varied portfolios of subsidiary enterprises. This study explores the subtleties of strategic decision-making within huge holding companies, looking at both the shared and unique strategies used by these corporate behemoths. It does so by using a thorough analysis of case studies, industry reports, and interviews with important players. The study reveals several common factors, such as a dedication to long-term value creation, portfolio optimization, and risk management, in the strategic decision-making of large holding organizations. Additionally, it emphasizes how crucial leadership, governance frameworks, and the harmony between centralized and decentralized decision-making are to achieving strategic goals. This study article gives useful insights for both academic researchers and practitioners on the subject of corporate strategy by offering a thorough investigation of the strategic decision-making processes of big-holding organizations. The results lay the groundwork for future research in the areas of corporate governance, management, and performance improvement. They also provide a greater knowledge of the varied nature of decision-making within complex corporate ecosystems.