scholarly journals What Is an Organizational Strategic Decision?

2021 ◽  
pp. 45-59
Author(s):  
Xiu-bao Yu
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Core Elements ◽  
Development Goals ◽  
Integrated Decision Making ◽  
Guiding Principles ◽  
Core Questions

AbstractBased on military strategies, the chapter details the three elements of strategy, which represents an integrated decision-making on three core questions concerning a company’s development. First, is the decision on determining long-term development goals; second is that on identifying key development problems and main challenges; third is that on formulating guiding principles for solutions to the main challenges, making it an interdependent whole indispensable to each other. In other words, an overall strategy decision is composed of three sub-decisions, which are related and are matched with the three core elements of the strategy concept.

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.

scholarly journals Model Pengambilan Keputusan Meningkatkan Akseptor Keluarga Berencana Metode Kontrasepsi Jangka Panjang

2013 ◽  
Vol 7 (11) ◽  
pp. 483 ◽  
Author(s):  
Suryani Manurung
Keyword(s):  
Decision Making ◽  
Family Planning ◽  
Counseling Services ◽  
Shared Decision ◽  
Contraceptive Methods ◽  
The People ◽  
Secondary Health Care ◽  
Development Goals ◽  
Decision Making Model

Pada periode 2002-2012, tren angka fertilitas total mengalami stagnasi sekitar 2,6. Milenium Development Goals (MDGs) menunjukkan kemajuan yang baik, tetapi masih memerlukan kerja keras untuk mencapai target tahun 2015. Khususnya upaya untuk mencapai target 102 per 100.000 kelahiran hidup. Metode keluarga berencana (KB) yang banyak digunakan pasien pascapersalinan saat ini adalah metode kontrasepsi jangka pendek seperti pil dan suntik. Sedang metode kontrasepsi jangka panjang seperti intra uterine device dan implant cenderung turun satu poin dari tahun 2002 hingga 2007. Upaya mengatasi masalah yang sedang dialami masyarakat Indonesia saat ini meningkatkan akseptor KB metode kontrasepsi jangka panjang (MKJP). Model pengambilan keputusan adalah alat yang dikembangkan untuk meningkatkan kualitas pelayanan KB di tingkat pelayanan kesehatan primer dan sekunder. Alat tersebut dapat membantu meningkatkan kepuasan pasien, penggunaan jasa konseling, dan pemilihan penggunaan KB MKJP yang aman dan efektif. Model shared decision ma-king adalah model pengambilan keputusan yang banyak digunakan, bermanfaat dalam memotivasi pasien memilih perawatan yang tepat dan mem-pertahankan hubungan terapeutik. Diharapkan jumlah akseptor KB MKJP dapat memenuhi target MDGs 2015. Trends in total fertility rate from the year 2002-2012, amounting to 2.6 stag-nated. Targets of the Millennium Development Goals (MDGs) have shown good progress but still needs to work hard to achieve in 2015. MDGs particular purpose, efforts are needed to achieve the 2015 target of 102 per 100,000 live births. Family planning method that is widely used today are short-term contraceptive methods such as pills or injections. Being a long-term contraceptive methods (LTM) such as intra uterine device and implants tend to go down one point from the year 2002 to 2007. Efforts to address the problems being experienced by the people of Indonesia is currently im-proving family planning acceptors LTM. Decision making model is a tool de-veloped to improve the quality of family planning services at the level of pri-mary and secondary health care. This tool can help increase the patient satisfaction, using counseling services, and the selection use is safe and effective of contraceptive LTM. Model of shared decision making is a decision making model that is widely used, useful in motivating patients choose the proper care and maintain a therapeutic relationship. Expected number of family planning acceptors LTM can meet MDGs targets by 2015.

scholarly journals Firms’ Strategic Pricing and Network Externalities

2020 ◽  
Vol 2020 ◽  
pp. 1-11
Author(s):  
Jianheng Zhou ◽  
Rongfei Xu
Keyword(s):  
Decision Making ◽  
Network Externalities ◽  
Strategic Decision ◽  
Strategic Consumers ◽  
Strategic Customers ◽  
Strategic Pricing ◽  
Pricing Decisions ◽  
Maximum Profit ◽  
The Impact

For the sale of a product with network externalities, a Stackelberg model involving an incumbent and an entrant is developed considering the impact of three strategic decision-making modes of the incumbent and consumers on the pricing, market share, and profit of firms. In addition, the impact of consumers’ strategic behaviours on firms’ pricing decisions and how firms respond to strategic customers is discussed. The results show that, in the SS (strategic firm facing strategic consumers) decision-making mode, the incumbent will implement long-term pricing and finally obtain the maximum profit, while as a follower of the incumbent, the entrant will also obtain the maximum profit in the SS mode. In the NS (nonstrategic firm facing strategic consumers) decision-making mode, the strategy of consumers seriously weakens the decision-making behaviour of the incumbent and causes the incumbent to obtain the lowest profit, but at the same time, the competitiveness of the entrant is enhanced to a certain extent, thereby rendering its profit higher than that in the NN (nonstrategic firm facing nonstrategic consumers) decision-making mode.

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.

Higher Education Institutional Strategies to Sustain Quality Education

2022 ◽  
pp. 37-48
Author(s):  
Esra Al Dhaen ◽  
Merlin D. Stone ◽  
Mohammed Mahmood
Keyword(s):  
Higher Education ◽  
Decision Making ◽  
Teaching And Learning ◽  
Quality Education ◽  
Strategic Decision ◽  
Strategy Transformation ◽  
Development Goals ◽  
Institutional Strategies ◽  
Effective Decision Making

During the COVID-19 pandemic, higher education institutions (HEIs) faced serious challenges that raised concerns about sustaining the quality of education delivered to students and the quality of the graduates produced. Many HEIs throughout the world were unable to sustain the quality of teaching and learning due to many issues including lack of clear strategies, policies, procedures, and practices. This chapter will identify successful practices of HEIs for achieving sustainable quality education during COVID-19, based on transformation strategies in line with United Nations Sustainable Development Goals. This chapter will also highlight the role of governance in strategic decision making throughout strategy transformation and the impact of leaders on effective decision making during the crisis in developing successful practices for sustainable quality education.

Sign in / Sign up

Export Citation Format

Share Document