Product deletion as an operational strategic decision: Exploring the sequential effect of prominent criteria on decision-making

2020 ◽  
Vol 140 ◽  
pp. 106274 ◽  
Author(s):  
Pourya Pourhejazy ◽  
Joseph Sarkis ◽  
Qinghua Zhu
Keyword(s):  
Decision Making ◽  
Sequential Effect ◽  
Strategic Decision

scholarly journals HR Managers’ Emotions in Strategic Decision-Making Events: Evidence from Croatia

2021 ◽  
Vol 13 (2) ◽  
pp. 845
Author(s):  
Marli Gonan Božac ◽  
Katarina Kostelić
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Strategic Planning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Personal Perspective ◽  
Human Resource Managers ◽  
Organizational Perspective ◽  
Hr Managers ◽  
Experienced Emotion

The inclusion of emotions in the strategic decision-making research is long overdue. This paper deals with the emotions that human resource managers experience when they participate in a strategic problem-solving event or a strategic planning event. We examine the patterns in the intensity of experienced emotions with regard to event appraisal (from a personal perspective and the organization’s perspective), job satisfaction, and coexistence of emotions. The results reveal that enthusiasm is the most intensely experienced emotion for positively appraised strategic decision-making events, while frustration is the most intensely experienced emotion for negatively appraised problem-solving events, as is disappointment for strategic planning. The distinction between a personal and organizational perspective of the event appraisal reveals differences in experienced emotions, and the intensity of experienced anger is the best indicator of the difference in the event appraisals from the personal and organizational perspective. Both events reveal the variety of involved emotions and the coexistence of—not just various emotions, but also emotions of different dominant valence. The findings indicate that a strategic problem-solving event triggers greater emotional turmoil than a strategic planning event. The paper also discusses theoretical and practical implications.

Beyond Bounded Rationality: CEO Reflective Capacity and Firm Sustainability Performance

2021 ◽  
pp. 1-38
Author(s):  
Yingya Jia ◽  
Anne S. Tsui ◽  
Xiaoyu Yu
Keyword(s):  
Decision Making ◽  
Bounded Rationality ◽  
Three Dimensional ◽  
Strategic Decision ◽  
Future Research ◽  
Sustainability Performance ◽  
Business Executives ◽  
Dimensional Measure ◽  
Reflective Capacity ◽  
Mediating Mechanisms

ABSTRACT Optimal or rational decision making is not possible due to informational constraints and limits in computation capability of humans (March & Simon, 1958; March, 1978). This bounded rationality serves as a filtering process in decision making among business executives (Hambrick & Mason, 1984). In this study, we propose the concept of CEO reflective capacity as a behavior-oriented cognitive capability that may overcome to some extent the pervasive limitation of bounded rationality in executive decision-making. Following Hinkin's (1998) method and two executive samples, we developed and validated a three-dimensional measure of CEO reflective capacity. Based on two-wave surveys of CEOs and their executive-subordinates in 213 Chinese small-medium sized firms, we tested and confirmed three hypotheses on how CEO reflective capacity is related to a firm's sustainability performance (including economic, societal, and environmental dimensions) through the mediating mechanisms of strategic decision comprehensiveness and CEO behavioral complexity. We discuss the contribution of this study to the literature on the upper echelons and information processing perspectives. We also identify the implications for future research on strategic leadership and managerial cognition in complex and dynamic contexts.

scholarly journals Sustainability Assessment and Agricultural Supply Chains Evidence-Based Multidimensional Analyses as Tools for Strategic Decision-Making—The Case of the Pineapple Supply Chain in Benin

2021 ◽  
Vol 13 (4) ◽  
pp. 2060
Author(s):  
Doriane Desclee ◽  
David Sohinto ◽  
Freddy Padonou
Keyword(s):  
Decision Making ◽  
Sustainable Development ◽  
Developing Countries ◽  
Supply Chains ◽  
Agricultural Sector ◽  
Sustainability Assessment ◽  
Assessment Tools ◽  
Strategic Decision ◽  
Evidence Based ◽  
Agricultural Supply

Contributing to Sustainable Development Goals and Agenda 2030 is a shared objective of all institutions and people. The challenges differ according to the characteristics of every context. In developing countries, strongly dependent on the agricultural sector, agricultural supply chains are recognized as crucial for economic growth and enablers for livelihood improvement. Moreover, sustainable development issues are correlated and can meet in agricultural supply chains. For several decades, parallel to decision-makers, the research community has elaborated sustainability assessment tools. Such tools evolved to fit with actuality, but it is challenging to find decision-making support tools for sustainable development adequate in agricultural supply chains and developing countries contexts. There is a necessity to define evidence-based tools and exhaustive analytical frameworks according to sustainability multidimensionality and strategical tradeoffs necessity. The VCA4D method aims to go beyond the limits of previous methods. It proposes a combination of multidisciplinary analytical tools applied empirically to analyze agricultural supply chains in their context. It provides evidence-based analytical results allowing to identify enablers for strategic sustainable and inclusive interventions. However, to even better meet contextual exhaustiveness’s expectations and indicators’ robustness to lead to relevant interventions, we should insist on a stricter framing of contextual data collection processes.

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