MODERN MANAGEMENT APPROACHES AND INTERNATIONAL EXPERIENCE IN ENSURING THE ALIGNMENT OF STRATEGIC AND RAPID DECISIONS
Keywords:
strategic decision, rapid decision, operational management, strategic alignment, organizational ambidexterity, dynamic capabilities, strategic agility, data-driven management, international experienceAbstract
This paper examines the theoretical and managerial mechanisms that align long-term strategic choices with rapid operational decisions. It integrates bounded rationality, dynamic capabilities, organizational ambidexterity, the Balanced Scorecard, Hoshin Kanri, agile management, data-driven decision-making, and strategic foresight. A comparative review of Japanese, United States, and European practices shows that alignment is created not merely by cascading targets but by differentiating decisions according to risk and reversibility, distributing authority, monitoring evidence in real time, and maintaining two-way feedback. The analysis identifies persistent terminological, temporal, measurement, contextual, and human-technology gaps. In response, the paper proposes an integrated Strategic-Rapid Decision Alignment model in which strategic direction, decision classification, delegated authority, rapid execution, and organizational learning operate as a continuous cycle. The model applies to corporations, public institutions, and higher education organizations seeking responsiveness without losing strategic coherence.
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