This document provides a strategic analysis of decision making within AT&T Asia Pacific. The analysis contains an in-depth discussion of AT&T's strategic decisions in terms of Linstone's (1984) multiple perspectives approach and Parkin's (1994) power model. According to Parkin (1996: 155), strategic decisions can be divided into organizational decisions and social decisions. The consequences of social decisions concern society as a whole and the process involves subjects external to the organizations. The main focus of this paper is the organizational aspect where parties from different levels of AT&T participate in the final decision. AT&T provides professional network services to businesses. Services for the Asia-Pacific region include an integrated global business management system, Internet data center, Voice over Internet Protocol, virtual private network and data hosting. To provide a complete networking solution to customers, AT&T, on the backend, is supported by its own data center/network, protocol and undersea cable network. AT&T offers a networking solution to one of its large customers, BHP Billiton. BHP Billiton has branches in over 30 countries and are considering implementing a professional network for better internal communication. The project involves the creation of approximately two hundred network sites in different countries in a short time. Success in winning this contract will push the AT&T Asia Pacific team to earn double their existing annual revenue. This would be very interesting for AT&T due to the loss of numerous customers due to the economic crisis earlier in the year. Effective strategic decision making, as found by... middle of paper...//findarticles.com/p/articles/mi_qa3713/is_199801/ai_n8765335/ [2009, October 2]Harrison FE and Pelletier MA (1993) “A typology of strategic choice", Technological forecasting and social change, pp. 44Hickson DJ et al (1986) “Top Decisions: Strategic Decision Making in Organizations”, Basil Blackwell, OxfordKriger MP and Barnes LB (1992) “Organizational Decision Making as Hierarchical Levels of Drama”, J. of Management Studies, vol. 29, pp.4Linstone HA (1984) “Our Proposed Perspectives”, in Multiple perspectives for decision making: bridging the gap between analysis and action, North-Holland, New York, pp. 39-84Parkin, J. (1994) “A Power Model of Urban Infrastructure Decision-making”, Geoforum, vol.25, No. 2, pp. 203-211Parkin, J. (1996) “Strategic Decisions”, in Management Decisions for Engineers, 6th edition, London, Thomas Telford, pp.155-171