Understanding strategic decision making in the context of international space activities

Abstract

This paper argues that a better understanding of strategic decision making processes in different space agencies is relevant to the successful carrying out of international cooperative undertakings in space and that this kind of information should be taken into account when decisions are to be made on engaging in a new partnership. In this context, the paper provides a general framework for the study of strategic decision making in space organisations, with particular emphasis on the influence of culture. Additionally, it offers practical examples of how differences in policy priorities, decision making environments and practices amongst space organisations can affect international cooperative endeavours. A particular concern is with the role of national and corporate cultures in creating and reflecting differences between space agencies. In order to gather information on strategic decision making processes in the space sector, a series of 30 interviews was conducted with top decision makers from NASA, ESA and the space organisations of Brazil, France, Canada, Russia, The Netherlands and the UK.