{"references": ["S. Elbanna and J. Child, \"Influences on strategic decision effectiveness:\nDevelopment and test of an integrative model\" Strategic Management\nJournal, vol. 28, 2007, pp. 431-453.", "H. Mintzberg, D. Raisinghani and A. Theoret, \"The Structure of\nUnstructured Decision Processes\", Administrative Science Quarterly,\nvol. 21, no. 2, 1976, pp. 246-75.", "C. R. Schwenk, The Essence of Strategic Decision Making, Lexington\nBooks, Lexington, 1998.", "M. V. Papadakis, S. Lioukas and D. Chambres, \"Strategic decision \u2013\nmaking processes: the role of management and context\". Strategic\nManagement Journal, vol. 19, no. 2, 1998, pp. 115-147.", "M. Nooraie, \"Factors Influencing Strategic Decision-making Processes\",\nInternational Journal of Academic Research in Business and Social\nSciences, vol. 2, no. 7, 2012, pp. 405-429.", "C. G. Mueller, M. A. Mone and V. L. Barker, \"Formal Strategic\nAnalyses and Organizational Performance: Decomposing the Rational\nModel\", Organization Studies, vol. 28, no. 6, 2007, pp. 853-883.", "I. Goll and A. A. Rasheed, \"The Relationships between Top\nManagement Demographic Characteristics, Rational Decision making,\nEnvironmental Munificence, and Firm Performance\", Organization\nStudies, vol. 26, no. 7, 2005, pp. 999-1023.", "J. G. March, \"How decisions happen in organizations\", Human-\nComputer Interaction, vol. 6, no. 2, 1991, pp. 95-117.", "N. Khatri and A. Ng, \"The Role of Intuition in Strategic Decisin\nMaking\", Human Relations, vol. 53, no. 1, 2000, pp. 57-86.\n[10] H.A. Simon, \"Making management decisions: The role of intuition and\nemotion\" Academy of Management Executive, vol. 1, no. 1, 1987, pp.\n57-64.\n[11] S. Michaud, The influence of information processing style on decision\neffectiveness, Dissertation at Graduate Faculty of The University of\nAkron, 2002.\n[12] D. J. Hickson, R. J. Butler, D. Cray, G. R. Mallory and D. C. Wilson,\n\"Top decisions: Strategic Decision-making in Organizations\",\nAdministrative Science Quarterly, vol. 32, no. 4, 1987, pp. 627-629."]}

Decision making is a vital part of the business world and any other field of human endeavor. Which way a business organization will take, and where that way will lead it, depends on broad range of decisions made by managers in the managerial structure. Strategic decisions are of the greatest importance for organizational success. Although much empirical research has been done trying to describe and explain its nature and effectiveness, knowledge about strategic decision making is still incomplete. This paper explores the nature of strategic decision making in particular setting - in Croatian companies. The main focus of this research is on the style that decision makers on strategic management level are following when making decisions of life importance for their companies. Two main decision making style that explain the way decision maker collects and processes available information and performs all the activities in strategic decision making process were empirical tested: rational and intuitive one. Besides analyzing their existence on strategic management level in Croatian companies, their effectiveness is analyzed as well. Results showed that decision makers at strategic management level are following both styles somewhat equally in order to function effectively, and that intuitive style is more effective when considering decisions outcomes.