scholarly journals Evaluation of Strategy Based on the Three Elements

2021 ◽  
pp. 141-160
Author(s):  
Xiu-bao Yu
Keyword(s):  
Decision Making ◽  
Human Resources ◽  
External Environment ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Actual Situation ◽  
Basic Logic ◽  
Strategic Decisions ◽  
Basic Principles ◽  
Incorrect Decision

AbstractThe implementation of each strategic decision involves investment of a large amount of capital, human resources and managerial efforts. An incorrect decision often means the failure of an investment. Risks of strategic decisions can be reduced if we can re-examine or identify whether the strategic decisions that have been made are consistent with the actual situation of the company and with the external environment and industry development. Based on the basic principles of strategic decision-making presented in this book, this chapter puts forward the basic logic and thinking of the evaluation of strategic decision-making from the standpoint of the three elements of strategy.

Opportunities for the development of a strategic management system for an entrepreneurial conglomerate in modern conditions

2021 ◽  
Vol 19 (4) ◽  
pp. 52-63
Author(s):  
D. V. Firsenko
Keyword(s):  
Decision Making ◽  
Strategic Management ◽  
Management System ◽  
External Environment ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Basic System ◽  
Key Factors ◽  
Basic Principles

The article examines the priorities and opportunities for the development of the strategic management system of an entrepreneurial conglomerate in modern conditions. Principles are proposed that describe the process of interaction between an entrepreneurial conglomerate and the external environment. The key challenges to the competitiveness of entrepreneurial conglomerates in the digital economy are considered. Shows the basic principles that must comply with the strategic management system. The key factors that led to a significant adjustment of the basic system of strategic decision-making in business conglomerates were identified. The priority directions have been substantiated, in accordance with which it is necessary to develop theoretical proposals and practical tools for strategic management in modern conditions. The importance of setting up relations in accordance with the rules of corporate governance is substantiated. It can become an important element of improving the quality of the strategic management system in the context of globalization. The scenarios for the implementation of the strategic management system under the influence of various factors of globalization are concretized.

Understanding how the contextual variables influence political behaviour in strategic decision-making

2014 ◽  
Vol 7 (3) ◽  
pp. 226-250 ◽  
Author(s):  
Said Elbanna ◽  
Ioannis C. Thanos ◽  
Vassilis M. Papadakis
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Empirical Examination ◽  
Content Type ◽  
Political Behaviour ◽  
Practitioner Education ◽  
The Impact ◽  
Practical Implications

Purpose – The purpose of this paper is to enhance the knowledge of the antecedents of political behaviour. Whereas political behaviour in strategic decision-making (SDM) has received sustained interest in the literature, empirical examination of its antecedents has been meagre. Design/methodology/approach – The authors conducted a constructive replication to examine the impact of three layers of context, namely, decision, firm and environment, on political behaviour. In Study 1, Greece, we gathered data on 143 strategic decisions, while in Study 2, Egypt, we collected data on 169 strategic decisions. Findings – The evidence suggests that both decision-specific and firm factors act as antecedents to political behaviour, while environmental factors do not. Practical implications – The findings support enhanced practitioner education regarding political behaviour and provide practitioners with a place from which to start by identifying the factors which might influence the occurrence of political behaviour in SDM. Originality/value – The paper fills important gaps in the existing research on the influence of context on political behaviour and delineates interesting areas for further research.

scholarly journals Housing associations diversifying into market renting: local contexts and (re)interpretation shaping strategic decision making

2020 ◽  
Vol 11 (1) ◽  
pp. 3-20
Author(s):  
Julie Clarke ◽  
Rachel Kirk
Keyword(s):  
Decision Making ◽  
Housing Association ◽  
Local Level ◽  
Third Sector ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Housing Associations ◽  
Commercial Activity ◽  
Hybrid Organisations

Within the context of housing associations as fluid third sector hybrid organisations, this article examines the dynamics of strategic decision making in relation to diversification into the market rented sector. A convergence of factors shaped an agenda for associations to engage with such commercial activity, crystallising debates about opportunities versus tensions and the remit of organisations. Qualitative research with senior housing association professionals operating in northern England illustrates the significance of external local and internal organisational contexts in making and justifying decisions; this is highlighted within an emergent typology of organisational responses. Depending on interpretation, the interplay between social and financial justifications varied, including legitimising activity within a broader social purpose. The potential for (re)interpreting parameters illustrates the importance of understanding the variety and complexity of interacting dynamics that influence the strategic decisions of third sector hybrid organisations and what they deliver at the local level.

People, Not Polar Bears

2016 ◽  
Author(s):  
Amanda J. Baugh
Keyword(s):  
Decision Making ◽  
Racial Diversity ◽  
Environmental Movement ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Polar Bears ◽  
Environmental Groups ◽  
Strategic Decisions

Chapter 1 describes Faith in Place’s origins and development within the context of the American environmental movement and with attention to strategic decisions its leaders made to help their organization survive and ultimately flourish. Although Faith in Place originated with priorities, activities, and participants that were quite similar to numerous other environmental groups, Faith in Place’s first ten years involved a series of strategic decisions in which leaders developed measures to differentiate their work from mainstream environmentalism. Strategic decision-making led to a coalition distinct for its racial diversity.

Critical Systems Perspective of Strategic Decision Making

2020 ◽  
pp. 55-80
Author(s):  
Jelena Nikolić ◽  
Dejana Zlatanović
Keyword(s):  
Decision Making ◽  
Systems Thinking ◽  
Critical Systems Thinking ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Critical Systems ◽  
Strategic Decisions ◽  
Systems Methodology ◽  
Soft Systems ◽  
Factors Affecting

Growing complexity and diversity of strategic decisions indicate the need for applying the appropriate holistic tools in strategic decision making. Thus, the chapter deals with the process of strategic decision making from the viewpoint of critical systems thinking, with emphasis on the role of values and context in strategic decision making. The main purpose is to show how systems thinking generally and critical systems thinking particularly can help decision makers involve different perceptions and values in the process of strategic decision making, as well as take into account context in which the strategic decisions are made. Considering the key internal and external factors affecting strategic decision making, the authors have selected three systems methodologies stemming from different paradigms: soft systems methodology as interpretive, team syntegrity as emancipatory, and organizational cybernetics as functionalist systems methodology. The way in which they can be combined, aimed at improving effectiveness of strategic decision making, has been presented.

Analysis and Intuition in Strategic Decision Making

2011 ◽  
pp. 1531-1542
Author(s):  
Zita Zoltay Paprika
Keyword(s):  
Decision Making ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Strategic Decisions ◽  
Managerial Skills ◽  
Research Scholarship ◽  
Empirical Tests

Many management scholars believe that the process used to make strategic decisions affects the quality of those decisions. However, several authors have observed a lack of research on the strategic decision-making process. Empirical tests of factors that have been hypothesized to affect the way strategic decisions are made are notably absent (Fredrickson, 1985). This article reports the results of a study that attempts to assess the effects of decision-making circumstances, focusing mainly on the approaches applied and the managerial skills and capabilities the decision makers built on during concrete strategic decisionmaking procedures. The study was conducted in California between September 2005 and June 2006 and it was sponsored by a Fulbright research scholarship grant.

scholarly journals M&As get another assist: when CEOs add intuition to the decision mix

2019 ◽  
Vol 41 (3) ◽  
pp. 57-65 ◽  
Author(s):  
Hannu Kuusela ◽  
Siiri Koivumäki ◽  
Mika Yrjölä
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Group Interactions ◽  
Content Type ◽  
Individual Level ◽  
Top Executives ◽  
Positive Effects

Purpose The purpose of this paper is to analyze the use of intuition in successful merger and acquisition (M&A) decisions. M&As are strategic decisions that can create growth, open up new markets and strengthen the company’s position and competence portfolio. Strategic decisions involve, by their very nature, considerable investments and have company-wide and long-lasting implications. At the same time, the decision-makers have access to large amounts of data from various sources, but these data are often uncertain and inaccurate and entail numerous assumptions. Therefore, M&A decisions are only rational to a degree, and emotional elements, such as intuition, likely play a significant role. Design/methodology/approach Acknowledging how critically important, but also how difficult, M&As are, the authors analyzed nine instances (cases) of successful acquisitions, in which the executives believed that the role of intuition was critical. Findings The findings show that intuition in strategic decision-making emerges on three levels: individual, collective and environmental. Practical implications This paper encourages top executives to proactively acknowledge and take advantage of intuition in their strategic decision-making. It proposes a framework to help with these endeavors. Originality/value This paper contributes by highlighting that intuition is not just a factor on an individual level; it can also surface from group interactions as well as the environment. Surprisingly, all the executives interviewed spoke of the positive effects that intuition can have on acquisition decisions. This is in contrast to the dominant view that considers intuition as nonrational and even as a form of bias.

The role of heuristic-driven biases in entrepreneurial strategic decision-making: evidence from an emerging economy

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maqsood Ahmad ◽  
Syed Zulfiqar Ali Shah ◽  
Yasar Abbass
Keyword(s):  
Decision Making ◽  
Emerging Economy ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Strategic Decisions ◽  
Content Type ◽  
The Relationship

PurposeThis article aims to clarify the mechanism by which heuristic-driven biases influence the entrepreneurial strategic decision-making in an emerging economy.Design/methodology/approachEntrepreneurs' heuristic-driven biases have been measured using a questionnaire, comprising numerous items, including indicators of entrepreneurial strategic decision-making. To examine the relationship between heuristic-driven biases and entrepreneurial strategic decision-making process, a 5-point Likert scale questionnaire has been used to collect data from the sample of 169 entrepreneurs who operate in small- and medium-sized enterprises (SMEs). The collected data were analyzed using SPSS and Amos graphics software. Hypotheses were tested using structural equation modeling (SEM) technique.FindingsThe article provides empirical insights into the relationship between heuristic-driven biases and entrepreneurial strategic decision-making. The results suggest that heuristic-driven biases (anchoring and adjustment, representativeness, availability and overconfidence) have a markedly negative influence on the strategic decisions made by entrepreneurs in emerging markets. It means that heuristic-driven biases can impair the quality of the entrepreneurial strategic decision-making process.Practical implicationsThe article encourages entrepreneurs to avoid relying on cognitive heuristics or their feelings when making strategic decisions. It provides awareness and understanding of heuristic-driven biases in entrepreneurial strategic decisions, which could be very useful for business actors such as entrepreneurs, managers and entire organizations. Understanding regarding the role of heuristic-driven biases in entrepreneurial strategic decisions may help entrepreneurs to improve the quality of their decision-making. They can improve the quality of their decision-making by recognizing their behavioral biases and errors of judgment, to which we are all prone, resulting in a more appropriate selection of entrepreneurial opportunities.Originality/valueThe current study is the first to focus on links between heuristic-driven bias and the entrepreneurial strategic decision-making in Pakistan—an emerging economy. This article enhanced the understanding of the role that heuristic-driven bias plays in the entrepreneurial strategic decisions and more importantly, it went some way toward enhancing understanding of behavioral aspects and their influence on entrepreneurial strategic decision-making in an emerging market. It also adds to the literature in the area of entrepreneurial management specifically the role of heuristics in entrepreneurial strategic decision-making; this field is in its initial stage, even in developed countries, while, in developing countries, little work has been done.

Strategic Decision Making in Intergenerational Successions of Small- and Medium-Size Family-Owned Businesses

2001 ◽  
Vol 14 (1) ◽  
pp. 11-23 ◽  
Author(s):  
Per-Olof Bjuggren ◽  
Lars-Göran Sund
Keyword(s):  
Decision Making ◽  
Decision Trees ◽  
Family Business ◽  
Legal System ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Medium Size ◽  
Strategic Decisions ◽  
The Family ◽  
Transition Modes

This paper deals with intergenerational successions of small and medium-size enterprises (SMEs). Entrepreneurs face an unavoidable succession dilemma: they must make either explicit or implicit strategic decisions about transitioning ownership of the family business. The main alternatives are to sell the company to someone outside the family or to make arrangements for an interfamily succession. In the latter case, there are many transition modes, e.g., through a gift of shares or a will. This paper uses decision trees to analyze intergenerational successions problems. One conclusion of the paper is that it is important for a society to provide a legal system that facilitates transitions of family companies within the family because the legal system will, among other positive factors connected with family businesses, preserve idiosyncratic knowledge of family character.

The Evolution from E-Commerce to M-Commerce

2012 ◽  
Vol 8 (1) ◽  
pp. 1-16 ◽  
Author(s):  
Esther Swilley ◽  
Charles F. Hofacker ◽  
Bruce T. Lamont
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Model Misspecification ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Firm Capabilities ◽  
Isomorphic Pressures

This study focuses on the isomorphic pressures and firm capabilities that affect strategic decision-making in organizations in the context of m-commerce. The authors take into consideration that the three isomorphic forces set forth by DiMaggio and Powell (1983), mimetic, coercive and normative pressures, work together to impact strategic decisions based on stakeholder influences. This study found that the effects of mimetic pressures seen in results of previous studies may be the result of model misspecification. Findings also indicate that firms want to leverage capabilities gained from e-commerce in the m-commerce wave in order to gain a competitive advantage in the marketplace

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