The purpose of this paper is to investigate whether the way managers make decisions (their decision-making style-DMS) predicts their entrepreneurial intentions (EI), a research subject that has been largely ignored in the literature. Developing an understanding of entrepreneurial intention factors that attract managers to entrepreneurship is indispensable for organizations. A sample of 230 managers of companies based in Kosovo was asked to take the entrepreneurial intention questionnaire and the General Decision-Making Style (GDMS) questionnaire. Bridging two strands of literature on decision-making and entrepreneurial intention and using the Structural Equation Model (SEM), it is concluded that spontaneous and intuitive styles predict managers' entrepreneurial intentions. Considering the limitations of this single-country study, the implications for theory and policy are discussed.

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This paper is one of the few studies to review the empirical literature on strategic management tools and techniques usage. There are many techniques, tools and methods, models, frameworks, approaches and methodologies, available to support strategic managers in decision making. They are developed and designed to support managers in all stages of strategic management process to achieve better performance. Management schools provide knowledge of these tools. But their use in organizations should be seen in practice-based context. Consequently, some questions arise: Do they use these strategic tools and techniques in their workplace? Which strategic tools and techniques are used more in organizations? To answer these questions we have made a review of empirical studies using textual narrative synthesis method. Initially, this study presents a tabulation with a summary of empirical research for the period 1990-2015. The included studies are organized clustering them by enterprise size and sector and by country level development. A synopsis of the ten most used strategic tools and techniques worldwide resulted as follows: SWOT analysis, benchmarking, PEST analysis, "what if" analysis, vision and mission statements, Porter's five forces analysis, business financial analysis, key success factors analysis, cost-benefit analysis and customer satisfaction.

There is no doubt that strategic management tools and techniques are important parts of the strategic management process. Their use in organizations should be observed in a practice-based context. This paper analyzes the empirical studies on the usage of strategic management tools and techniques. Hence, the main aim of this study is to investigate and analyze which enterprises, according to their country development level, use more strategic management tools and techniques and which of these are used the most. Also, this paper investigates which strategic management tools and techniques are used globally according to the results of empirical studies. The study presents a summary of empirical studies for the period 1990-2015. The research results indicate that more strategic tools and techniques are used in developed countries, followed by developing countries and fewest in countries in transition. This study is likely to contribute to the field : Vol. 19 : No. 1 : June 2017 : pp. 67-99 of strategic management because it summarizes the most used strategic tools and techniques at the global level according to varying stages of countries' economic development. Also, the findings from this study may be utilized to maximize the full potential of enterprises and reduce the cases of entrepreneurship failures, through creating awareness of the importance of using strategic management tools and techniques. Albana Berisha QehajaAlbana Berisha Qehaja, Enver Kutllovci and Justina Shiroka Pula Strategic Management Tools and Techniques: A Comparative Analysis of Empirical Studies Croatian Economic Survey