This paper describes an empirical study that examines how formal analysis was used in strategic decision-making in three organizations of different structural types. It was found that the nature of the formal analysis carried out, the people involved in it and the purposes behind it varied from organization to organization. An attempt is made to characterize the dominant patterns in each organization and to explain these patterns in terms of the nature of the organizational structure. Some alternative explanations of the differences observed are also suggested.
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