Middle Management Involvement in the Process of Strategic Decision Making in Middle Enterprises in Federation of Bosnia and Herzegovina
Middle Management Involvement in the Process of Strategic Decision Making in Middle Enterprises in Federation of Bosnia and Herzegovina

Summary/Abstract: Strategic decisions are of crucial importance for any company since they determine direction of its development and growth. Strategic decisions determine the direction of the company and are made by high-ranking managers in the organization. From the point of view of the importance and complexity, these decisions are crucial for the success of the organization. Although strategic decisions are generally associated with top management, middle management plays serious role in some phases of strategic decision making. Therefore, adequate cooperation between the middle and top management in strategic decision-making process becomes very important in order to make the right decisions. Purpose of this paper is to test theoretical model of strategic decision making which defines and involves middle management roles in the process of decision making in emerging markets such as Federation of Bosnia and Herzegovina. The goal is to research in which extent middle managers participate in different phases of strategic decision making. We used ‘’management science’’ method of decision making which has seven phases among which three are considered as strategic role of middle management. Those phases are implementation of decisions, synthesizing information from environment and adoption of alternatives for decision making. For the purpose of empirical model testing, we surveyed 135 middle and top managers from 30 middle enterprises in Federation of Bosnia and Herzegovina. Correlation and regression are used as statistical methods. Based on the model, research revealed that middle managers only participate in phases of defining the problem, implementation of de cisions and analysis of results while other four phases are generally associated with top management. Analysis of results confirmed that characteristics of middle managers do not correlate with the degree of their involvement in the process of decision making.

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