scholarly journals LCA in Strategic Decision Making for Long Term Urban Transportation System Transformation

2018 ◽  
pp. 193-204
Author(s):  
Florian Ansgar Jaeger ◽  
Katrin Müller ◽  
Cornelia Petermann ◽  
Eric Lesage
Keyword(s):  
Decision Making ◽  
Urban Transportation ◽  
Transportation System ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
System Transformation

scholarly journals Green Strategic Planning Approach for International Shipping Activities

2019 ◽  
Vol 12 (1) ◽  
pp. 41 ◽  
Author(s):  
Xiaofang Wu ◽  
Luoping Zhang ◽  
Huan Feng
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Point Of View ◽  
Strategic Decision ◽  
Life Cycle Thinking ◽  
Strategic Decision Making ◽  
Holistic View ◽  
International Shipping ◽  
Green Development

Sustainability is a long-term and ultimate goal for international shipping, although it is slowly making progress. The shipping perspective that moves away from “port-to-port” operations to “door-to-door” services also requires international shipping to take a long-term and holistic view instead of fragmented efforts. How to achieve the long-term sustainability goal becomes a key issue for door-to-door international shipping. Hence, green strategic planning for door-to-door international shipping was proposed with green development that puts forward the eco-centric point of view as its basic theory for sustainability. This study used a strategic decision-making approach, a so-called multi-dimensional decision-making (MDDM), coupled with the life-cycle thinking and continual improvement of ISO 14000, to achieve strategic planning for door-to-door international shipping aiming at sustainability. A case study showed an example of potential framework and/or methodology for the door-to-door international shipping, which integrates green development principles into international shipping planning to reach the long-term goal of sustainability, and meet the needs of the “door-to-door” logistics. It not only points out the general environmental problems but also identifies many critical issues for sustainability in international shipping. As a result, this study developed an approach and methods for sustainable door-to-door international shipping based on the proactively strategic decision-making associated with green development.

Long-term Orientation and Strategic Decision Making

2017 ◽  
pp. 103-114
Author(s):  
Guia Beatrice Pirotti ◽  
Markus Venzin
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making

scholarly journals STRATEGIC DECISION-MAKING SUPPORTED BY TRADITIONAL FINANCIAL INDICATORS

2019 ◽  
Vol 4 (1) ◽  
pp. 29-37
Author(s):  
Zoltán Musinszki ◽  
Gábor Béla Süveges
Keyword(s):  
Decision Making ◽  
Financial Statements ◽  
Financial Accounting ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Financial Indicators ◽  
Strategic Decisions ◽  
Economic Activities ◽  
Indicator Systems

Traditional financial indicators calculated from financial statements cannot provide adequate information for the management, do not support strategic decisions. The reason for this is the methodology used in producing financial statements and the operational logic of financial accounting. Financial accounting thinks in terms of business year that is 12 months. It deals with events of the past, more accurately, with so called economic activities. Financial accounting evaluates such economic activities in terms of monetary processes, which means that the traditional financial indicators have their limits in application. Could it mean that traditional financial indicators cannot be used in the long-term strategic decision making? In our study we point out two connections between financial indicators and strategic decision making. Firstly, we focus on financial indicators used in supported strategic decision making, in strategic indicator systems. Secondly, we focus on cases in which financial indicators complement the methods of strategic decision making, add something to the tools available in strategic management.

In the Eye of the Beholder: Top Managers’ Long-Term Orientation, Industry Context, and Decision-Making Processes

2018 ◽  
Vol 45 (8) ◽  
pp. 3114-3145 ◽  
Author(s):  
Ya (Lisa) Lin ◽  
Weilei Shi ◽  
John E. Prescott ◽  
Haibin Yang
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Temporal Orientation ◽  
Subjective Perception ◽  
Temporal Perspective ◽  
Top Managers ◽  
Decision Making Processes ◽  
Pharmaceutical Industries

Time orientation matters. While a temporal perspective is widely recognized as an important lens in strategic management research, few studies have explored how top managers’ temporal orientation affects strategic decision-making processes. We propose that top managers’ subjective perception of time, specifically, their long-term orientation, positively affects the comprehensiveness, speed, and creativity of strategic decision-making processes and that industry context moderates these relationships. Drawing on the organization-environment fit perspective and associated compatibility and temporal fit mechanisms, we found considerable support for our hypotheses in the semiconductor and pharmaceutical industries in China. Our findings reinforce the perspective that temporal referent points act as anchors for strategic decision-making processes.

Geospatial Decision Support Systems

2020 ◽  
pp. 163-177
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Information Systems ◽  
Decision Support Systems ◽  
Support Systems ◽  
Development Planning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Interactive Decision Support

The chapter is on the geospatial decision support systems. Challenges arise when simple GIS is used to support complex problems encountered at higher level, strategic decision-making, and long-term development planning. In this case, SDI can be more valuable. The chapter presents the perspective of information systems for decision support taking into account the following: the levels of decisions and the process of decision making. Trends on the tools and framework for interactive decision support systems are discussed focusing on geospatial decision support systems based on GIS and SDI.

MWEB: Growth strategy options for an internet service provider

2021 ◽  
pp. 1-25
Author(s):  
Rihana Hoosain ◽  
Geoff Bick ◽  
Mikael Samuelsson
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Growth Strategy ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
The Internet ◽  
List Type ◽  
Teaching Case ◽  
The Impact

Subject area of the teaching case: The case is particularly relevant for students studying elements of business strategy with an interest in strategic decision-making, competitive strategy, and growth strategy. The case leverages several strategic frameworks taught throughout business courses and illustrates a real-world application of these frameworks to support sound strategic decision-making. Furthermore, the case examines the relevance of sustainable competitive advantage and the linkages to the appropriate growth strategy for a business. It is recommended that this case be taught once students have covered the applicable theory and frameworks in class. Student level: This case is designed for business administration students, in particular MBA, EMBA, speciality Masters, or executive education students. Brief overview of the teaching case: MWEB is a leading first-tier South African internet services provider, with an operating history spanning over 22 years. The MWEB brand is a household name across South Africa, seen as one of the pioneers of the internet industry and accredited with bringing the internet to ordinary consumers across the country. The state of competition in the market, however, has intensified and MWEB's traditional operating model has not evolved fast enough to meet the changing landscape. The market is in the midst of a price war, to which MWEB has responded by reducing market pricing and offering attractive deals, undercutting all its competitors. The results have been positive; sales have increased and churn has reduced, but competitors have already started to follow. The dilemma facing CEO Sean Nourse and his management team is how to accelerate growth in a highly commoditised market with intense competition while ensuring the long-term profitability of the business. The case encourages the consideration of the strategic decision-making process by analysing the competitive landscape, evaluating the options, and reaching a decision on the most viable growth strategy for the business. Expected learning outcomes: To analyse the competitive landscape and the forces at play To conduct a competitor analysis, appraise long-term profitability in the industry, identify profitable strategic positions, and determine how MWEB may achieve and protect its competitive advantage To identify and analyse the key parameters that, in combination, represent a company's business model To critically analyse the contextual factors that are presented as business challenges, evaluating and understanding the impact and scale of these challenges To critically assess relevant growth strategy alternatives for MWEB and analyse the viability of the alternatives presented To conduct an informal valuation to determine a purchase price for an acquisition target for the business

EFFECT OF COMPREHENSIVE STRATEGIC DECISION-MAKING AND LONG-TERM ORIENTATION ON THE ORGANIZATIONAL PERFORMANCE OF DAIRY CO-OPERATIVES IN KENYA

2017 ◽  
Vol 2 (3) ◽  
pp. 26
Author(s):  
Joshua Wathanga ◽  
Professor George O. K’Aol ◽  
Dr. Joseph K. Ngugi
Keyword(s):  
Decision Making ◽  
Corporate Governance ◽  
Linear Regression ◽  
Multiple Linear Regression ◽  
Organizational Performance ◽  
Market Orientation ◽  
Product Innovation ◽  
Strategic Decision ◽  
Strategic Decision Making

Purpose: The purpose of this study was to investigate the effect of comprehensive strategic decision-making and long-term orientation on the organizational performance of dairy co-operatives in Kenya.Methodology: The study adopted the positivist research philosophy and descriptive correlational research design. The population of the study consisted of 198 executive directors/managers of active dairy co-operatives in eight counties in the Mt. Kenya region. A sample size of 184 was drawn using stratified random sampling, and data was collected using self-administered questionnaires. The data was then analyzed using descriptive statistics of frequency, mean, and standard deviation. Additionally, inferential data analysis methods of Pearson’s correlation, ANOVA, and multiple linear regression were used to test the hypotheses.Results: The multiple linear regression results indicated that long-term orientation significantly predicted revenue per customer, b = 9.85, t(141) = 3.35, p <.05 and product innovation, b = 1.56, t(141) = 1.43, p < .05. It was also found that revenue per customer explained 49.7% of the variance, (R2 = .497, F(5, 125) = 13.27, p < .05, while ROA explained 29.4 %,  (R2 = .294, F(5, 123) = 9.06, p < .05. Product innovation explained 41.2% of the variance, (R2 = 0.412, F(9, 120) = 9.35, p < .05. In relation to the moderating variable, the regression results revealed that market orientation significantly predicted revenue per customer, b = 1.64, t(141) = 7.66, p < .05; ROA, b = 2.14, t(141) = 3.35, p < .05; and product innovation, b =1.89, t(141) = .53, p < .05. It was also found that revenue per customer explained 49.7% of the variance, (R2 = .497, F(5, 125) =13.27, p < .05, while ROA explained 29.4 %, and product innovation explained 41.2%. However, the results showed that market orientation did not significantly moderate the relationship between corporate governance and organizational performance. Comprehensive strategic decision-making was not significant in explaining revenue per customer, ROA, and product innovation.Unique contribution to theory, practice and policy: While previous studies on corporate governance of co-operatives have relied largely on agency theory and shareholder wealth maximization, this study was based on stewardship theory to show its effect on the organizational performance of dairy co-operatives. The inclusion of market orientation as a moderating variable is of great interest to academia in establishing a better link between corporate governance of co-operatives and similar agricultural enterprises, and their performance. The co-operative sector, other social enterprises and the government of Kenya will benefit from this study as its results can help identify the areas for governance policy development as well as regulatory legislation needed by the sector so as to improve dairy farming for the farmers and the national economy as a whole.

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