Application of environmental risk assessment for strategic decision-making in coastal areas: case studies in China

Environmental Risk Assessment (ERA) is a powerful set of technical and analytical instruments for analyzing environmental impacts, and has found application in supporting Decision-Making Processes (DMPs) over the last two decades. However, there is no interrelated application of ERA in Strategic Decision-Making (SDM) processes, and no systematic research on the approaches and methods of ERA to support the processes of SDM. In this paper, a new approach and methodological system of ERA for SDM process is set up, and then applied to the Principal Coastal Functional Zoning (PCFZ) in Xiamen Bay, China, as a case study to verify the feasibility of the proposed approach and its methodology. The results show that the approach and methodology of ERA for SDM could integrate ERA into the entire SDM process, and thereby support the PCFZ directly. Furthermore, this approach avoids or mitigates against dire environmental risk that are sometimes introduced by the SDM processes.

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Conceptual modeling for identification of worst case conditions in environmental risk assessment of nanomaterials using nZVI and C60 as case studies

The Science of The Total Environment ◽

10.1016/j.scitotenv.2011.06.021 ◽

2011 ◽

Vol 409 (19) ◽

pp. 4109-4124 ◽

Cited By ~ 11

Author(s):

Khara D. Grieger ◽

Steffen F. Hansen ◽

Peter B. Sørensen ◽

Anders Baun

Keyword(s):

Risk Assessment ◽

Case Studies ◽

Environmental Risk ◽

Environmental Risk Assessment ◽

Conceptual Modeling ◽

Worst Case

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The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox Perspective

Organization Studies ◽

10.1177/0170840616655483 ◽

2016 ◽

Vol 38 (3-4) ◽

pp. 365-401 ◽

Cited By ~ 53

Author(s):

Giulia Calabretta ◽

Gerda Gemser ◽

Nachoem M. Wijnberg

Keyword(s):

Decision Making ◽

Case Studies ◽

Empirical Data ◽

Organizational Context ◽

Strategic Decision ◽

Strategic Decision Making ◽

Step Process ◽

Innovation Projects ◽

Paradoxical Thinking

Both intuition and rationality can play important roles in strategic decision making. However, a framework that specifically accounts for the interplay between intuition and rationality is still missing. This study addresses this gap by using a paradox lens and conceptualizes the intuition–rationality duality as a paradoxical tension. We draw on seven case studies of innovation projects to empirically derive a three-step process for managing this intuition–rationality tension through paradoxical thinking. Our empirical data suggest that management of the tension starts with preparing the ground for paradoxical thinking by creating managerial acceptance for the contradictory elements of rational and intuitive approaches to decision making. The process then continues by developing decision-making outcomes through the integration of intuitive and rational practices. Finally, the outcomes of paradoxical thinking are embedded into the organizational context. For each step of the model, we indicate a set of practices that, by leveraging intuitive or rational characteristics of decision making, practitioners can use to deal with this cognitive tension in the different steps of our model.

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