Managing for climate change on protected areas: An adaptive management decision making framework

2017 ◽  
Vol 204 ◽  
pp. 510-518 ◽  
Author(s):  
Sherri L. Tanner-McAllister ◽  
Jonathan Rhodes ◽  
Marc Hockings
Keyword(s):  
Climate Change ◽  
Decision Making ◽  
Protected Areas ◽  
Adaptive Management ◽  
Management Decision ◽  
Management Decision Making ◽  
Decision Making Framework

Supplier relationship management as an investment: evidence from a UK study

2005 ◽  
Vol 30 (4) ◽  
pp. 27-42 ◽  
Author(s):  
Andrew Cox ◽  
Chris Lonsdale ◽  
Glyn Watson ◽  
Yi Wu
Keyword(s):  
Decision Making ◽  
Relationship Management ◽  
Management Decision ◽  
Supplier Relationship Management ◽  
Management Decisions ◽  
Management Decision Making ◽  
Decision Making Framework ◽  
The Cost ◽  
Supplier Relationship

This article is based upon two contentions. The first is that supplier relationship management decisions should be treated as a form of investment. The reasoning behind this view is that such decisions always involve some kind of cost and are aimed at generating some kind of return. The second is that these two elements – cost and return – should be joined in a relationship decision-making framework by two further elements: risk and inter-organisational power. It is argued in the article that a consideration of power in relationship management decision-making is particularly important as it can completely alter the cost-return ratio. The authors'arguments are illustrated in the article by case evidence collected during a two-year, EPSRC-funded UK-based study.

Centralization and Effectiveness of Reward Management in Multinational Enterprises

2018 ◽  
Vol 17 (2) ◽  
pp. 55-65 ◽  
Author(s):  
Michael Tekieli ◽  
Marion Festing ◽  
Xavier Baeten
Keyword(s):  
Decision Making ◽  
Social Identity Theory ◽  
Multinational Enterprises ◽  
Role Identity ◽  
Management Decision ◽  
Role Identities ◽  
Management Decision Making ◽  
New Perspective ◽  
Subsidiary Managers ◽  
The Relationship

Abstract. Based on responses from 158 reward managers located at the headquarters or subsidiaries of multinational enterprises, the present study examines the relationship between the centralization of reward management decision making and its perceived effectiveness in multinational enterprises. Our results show that headquarters managers perceive a centralized approach as being more effective, while for subsidiary managers this relationship is moderated by the manager’s role identity. Referring to social identity theory, the present study enriches the standardization versus localization debate through a new perspective focusing on psychological processes, thereby indicating the importance of in-group favoritism in headquarters and the influence of subsidiary managers’ role identities on reward management decision making.

Emergency management decision-making during severe weather

2006 ◽  
Author(s):  
Leigh A. Baumgart ◽  
Ellen J. Bass ◽  
Brenda Philips ◽  
Kevin Kloesel
Keyword(s):  
Decision Making ◽  
Emergency Management ◽  
Severe Weather ◽  
Management Decision ◽  
Management Decision Making
Sign in / Sign up

Export Citation Format

Share Document