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A company in a competitive environment that wishes to be a benchmark in the business world needs a management model that enables the development of systemic thinking on the part of its executives. In addition to systemic thinking, it is also necessary that executives (i) are aware that the decision-making processes should be shared, (ii) have bounded rationality, and (iii) exert political influence according to their preferences. In this context, the aim of this paper is to describe a conceptual scientific model for strategic decision-making from rules originating from Complex Adaptive Systems and the following mathematical techniques: Analytic Network Process and Linear Programming. This applied and quantitative study is a theoretical essay developed from an integrative review of the aforementioned concepts and techniques, resulting in the proposition of a scientific and conceptual mathematical model that can be applied to a wide variety of business environments. The results obtained from a hypothetical example (Strategic Operation Management Decision) show that the model is able to rank a set of strategic decisions in the environment of most companies and generate information to minimize the negative effects of shared decisions

The Strategic Decision-Making as a Complex Adaptive System: A Conceptual Scientific Model