This research uses Rowe and Boulgraides' questionnaire to test the style of decision of highlevel managers from China and Taiwan. The result shows that highlevel managers from China relatively display more instructions, structures and leftbrain thinking; while ones from Taiwan display more concepts, ambiguities and rightbrain thinking. Summing up the researches in the past, we discover that Chinese style of decision has lower tolerability upon ambiguities. This research suggests that when Chinese enterprises are selecting strategic decision support systems, they should choose the systems that complement the flaws of their style of decision instead of the system that fits well to their own style of decision. This research also suggests that education of highlevel management should pay more attention to the training of ability of making decision.