Strategic Decision-Making in the Entrepreneurial Millennium: Competition, Crisis and “Expert” Risk Assessment of Emerging Market Sovereigns

2017 ◽  
pp. 185-208
Author(s):  
Gerry McNamara ◽  
Paul Vaaler
Keyword(s):  
Risk Assessment ◽  
Decision Making ◽  
Emerging Market ◽  
Strategic Decision ◽  
Strategic Decision Making

AN APPROACH AND METHODOLOGY OF ENVIRONMENTAL RISK ASSESSMENT FOR STRATEGIC DECISION-MAKING

2014 ◽  
Vol 16 (03) ◽  
pp. 1450013 ◽  
Author(s):  
KAN-KAN WU ◽  
LUO-PING ZHANG ◽  
QIN-HUA FANG
Keyword(s):  
Risk Assessment ◽  
Decision Making ◽  
Environmental Risk ◽  
Environmental Risk Assessment ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Systematic Research ◽  
Xiamen Bay ◽  
Analytical Instruments ◽  
Set Up

Environmental Risk Assessment (ERA) is a powerful set of technical and analytical instruments for analyzing environmental impacts, and has found application in supporting Decision-Making Processes (DMPs) over the last two decades. However, there is no interrelated application of ERA in Strategic Decision-Making (SDM) processes, and no systematic research on the approaches and methods of ERA to support the processes of SDM. In this paper, a new approach and methodological system of ERA for SDM process is set up, and then applied to the Principal Coastal Functional Zoning (PCFZ) in Xiamen Bay, China, as a case study to verify the feasibility of the proposed approach and its methodology. The results show that the approach and methodology of ERA for SDM could integrate ERA into the entire SDM process, and thereby support the PCFZ directly. Furthermore, this approach avoids or mitigates against dire environmental risk that are sometimes introduced by the SDM processes.

An institutional view of the communication flows between relation-based and rule-based countries

2017 ◽  
Vol 12 (1) ◽  
pp. 79-92 ◽  
Author(s):  
Sandra Simas Graca ◽  
Patricia M. Doney ◽  
James M. Barry
Keyword(s):  
Decision Making ◽  
Emerging Market ◽  
Strategic Decision ◽  
Equation Modeling ◽  
Strategic Decision Making ◽  
Supplier Relationships ◽  
Rule Based ◽  
Content Type ◽  
Strategic Cooperation ◽  
Institutional View

Purpose The purpose of this paper is to examine the strategic decision-making process regarding communication flows and trust and their impact on firm cooperation in the context of buyer-supplier relationships in rule-based vs relation-based countries. An institutional view is explored to demonstrate how informal institutions shape a firm’s strategic decision making in the internationalization process. Design/methodology/approach A conceptual model and accompanying research hypotheses are tested on data from a survey of 169 US and 110 Brazilian buyers. Structural equation modeling is used to test the hypotheses. Findings Results suggest that the pattern of flows of communication on building trust and increasing strategic cooperation is based upon the governance of the individual’s country of origin. Quality communication is found to have a greater impact on trust in the USA, while two-way communication is the factor with the greatest effect on trust in Brazil. Frequency of communication and socialization are also found to have indirect, but important distinct roles in the flows of communication in both countries. Trust is also found to be a strong predictor of strategic cooperation. Practical implications Results provide insight into what patterns of communication flows are most influential in increasing a buyer’s trust in a supplier, so that suppliers can better formulate strategies to enter overseas markets. Originality/value This study extends the communication, trust, and cooperation literature to the context of buyer-supplier relationships in distinct county settings. Comparisons are made between one developed country characterized by rule-based governance, with a low-context style of communication and high country trust and one emerging market characterized by relation-based governance, with a high-context style of communication and low country trust.

scholarly journals Diagrams of Power and Strategic Decision Making: the Case of Strategic Alliances in the Automotive Industry

2019 ◽  
Vol 24 (3) ◽  
pp. 21
Author(s):  
Mrdjan M. Mladjan ◽  
Dusan Z. Markovic
Keyword(s):  
Decision Making ◽  
Automotive Industry ◽  
Strategic Alliances ◽  
Emerging Market ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Power Relationships ◽  
Relative Power ◽  
Strategic Interactions ◽  
Security Dilemma

Research question: This paper, on the example of strategic alliances in the automotive industry, investigates how diagrams could be useful in studying complex power relationships. Motivation: The relative power of individuals and institutions is a crucial driving force of their interactions. It is however hard to evaluate because the interactions can take place simultaneously or sequentially in different markets or forums.  Diagrams of power, that this study introduces, help us abstract the relative power of agents. This enables us to use insights of decision and game theory, especially those from the literature, in strategic decision making under uncertainty (Courtney, Kirkland, & Viguerie, 1997), to arrive at successful and sustainable solutions. They enable us to view relationships between firms as security dilemmas (Posen, 1993), which can explain why emerging market multinationals (EMMs) treat the acquired companies as strategic partners (Kale, Singh, & Raman, 2009). Idea: Diagrams of power and security dilemma help us better understand strategic alliances in the automotive industry. Moreover, we believe that diagrams of power could both offer new insights to scholars and represent an intuitive tool for businessmen and policy makers less experienced with advanced mathematical methods. Data: To quantify the power of several automotive producers, we have used selected contemporary data items from their annual reports and the International Organization of Motor Vehicle Manufacturers. Tools: The tool we introduce to better understand power relationships between automotive producers are the diagrams of power. We then apply them to two cases from the industry to better understand the strategic interactions within alliances. Findings: We demonstrate that diagrams of power can help managers define the goals of strategic alliances, minimize the risks of their establishment and management, and recognize the problems and opportunities that arise in strategic partnerships due to security dilemmas, a concept that originated in the study of wars. Diagrams of power enrich the analytical toolkit of the existing literature, enabling faster understanding of the relationship between agents as well as decision making based on more complete information. Contribution: This paper introduces diagrams of power – a tool for study of strategic interactions – and applies the concept of security dilemma to the study of the automotive industry.

Formal and informal scenario-planning in strategic decision-making: an assessment of corporate reasoning

2019 ◽  
Vol 34 (2) ◽  
pp. 439-450 ◽  
Author(s):  
Charlene Lew ◽  
Danielle Meyerowitz ◽  
Göran Svensson
Keyword(s):  
Decision Making ◽  
Case Studies ◽  
Emerging Market ◽  
Relevant Literature ◽  
Scenario Planning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Related Factors ◽  
Content Type ◽  
African Context

PurposeThe theoretical value of scenario-planning as a strategic tool is well recognized in literature. The purpose of this study is to explore the corporate reasoning of formal and informal usage (or non-usage) of scenario-planning in strategic decision-making.Design/methodology/approachAn overview of the relevant literature on scenario-planning as a strategic decision-making tool in the context of complexity and uncertainty is presented, in combination with 15 case studies on executives in the South African context.FindingsThe findings are based on a study in the emerging market context. From the case studies reported, it is evident that industry, organizational and leadership-related factors influence the effective use or non-use of scenario-planning.Research limitations/implicationsEmpirical findings are reported, contributing to an assessment framework to revisit the usage of formal and informal scenario-planning in strategic decision-making. Further research to determine which supportive tools and technologies should be used for scenario-planning across multiple contexts is needed.Practical implicationsThe study expands upon previous insights into the formal and informal usage (or non-usage) of scenario-planning in strategic decision-making based on an emerging market context.Originality/valueThis study contributes to understanding the value of scenario-planning in complex contexts that require strategic adaptability and offers a hands-on toolkit and shortlist of assessment criteria to conceptualize the organizational reasoning and scholarly framing of formal, informal or non-scenario-planning in strategic decision-making.

scholarly journals Strategic decision implementation in an emerging market: "the nature of the beast?":

2016 ◽  
Vol 54 (3) ◽  
Author(s):  
John Robert Anchor ◽  
Jehad Aldehayyat
Keyword(s):  
Decision Making ◽  
Emerging Markets ◽  
Design Methodology ◽  
Emerging Market ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Developed Economies ◽  
Implementation Problems ◽  
Practical Implications

Purpose The paper investigates the extent to which the institutional context impacts on strategic decision implementation in an emerging market. Previous studies of strategic decision making in emerging markets have not examined decision implementation. Given the changes in the world economy during the past decade, and in particular the growing importance of emerging market multinationals, this is an increasingly salient issue. Design/methodology/approach Questionnaires were delivered to general managers in all Jordanian publicly quoted industrial firms. A 53.7% response rate was achieved. The structure of the questionnaire built on earlier studies in developed markets and, in particular, Alexander’s (1985) seminal study. Findings The strategic decision implementation problems which are found in Jordan are similar to those found in developed economies. However, external shocks are a more important influence on strategic decision implementation that has been found to be the case in developed economies. The success of companies in the emerging market of Jordan is associated with the frequency and extent of their experience of strategic decision implementation problems. Formal strategic planning helps Jordanian firms to deal with these problems more effectively. Research limitations/implications It was difficult to explore some of the “why” questions related to the implementation of strategic decisions in the sampled firms since most respondents agreed to complete the questionnaire but not to be interviewed. Single, rather than multiple, respondents participated in the research. A larger sample size would be desirable, although the results are statistically robust. Practical implications The results will help managers to make and implement strategic decisions, both in the context of market entry and market maintenance, in the Middle East and in other emerging markets. Originality/value Context (institutional) factors are found to be less influential in the case of decision implementation than strategic decision making itself. This is the first study of the problems associated with the implementation of strategic decisions in Jordanian firms and one of the first in any emerging market.

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