Strategic Decision Making and Knowledge

2018 ◽  
pp. 131-158
Author(s):  
Haridimos Tsoukas
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Abu Ghraib ◽  
Strategic Decision Making ◽  
Award Winning ◽  
Abu Ghraib Prison ◽  
Made In

Organizations undertake action even in the absence of decisions, and make decisions without necessarily following them through with actions. An outcome that may appear to an observer to be the product of a sequence of decisions, may not be so if approached from the perspective of the actor. How is that possible? A Heideggerian perspective enables us to accommodate most currently available theories of decision making into a new ontology. A lot of what ordinarily passes for “decision making” is nothing else but either practical coping or deliberate coping, both occurring in the midst of action, and a great deal of action routinely undertaken in organizations consists of either spontaneous responses to the circumstances at hand, or deliberate choices often made in an analogical manner. These points are illustrated with the Abu Ghraib prison scandal that was revealed by the award-winning journalist Seymour Hersh in 2004.

scholarly journals Strategic decision-making under ambiguity: a new problem space and a proposed optimization approach

2020 ◽  
Vol 13 (3) ◽  
pp. 1231-1251
Author(s):  
Richard J. Arend
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Optimization Approach ◽  
Problem Space ◽  
Competitive Environments ◽  
Ex Ante ◽  
Made In

AbstractThe existence of ambiguity presents a challenge to decision-makers as it eliminates the ability to apply standard optimization approaches, such as those based on calculating the objective expected values of alternative actions. In reality, ambiguity arises in most strategically important decisions in some form because of the genuine limits on the decision-maker’s rationality and on the information available about the alternatives and the future. To address that reality, we define such problems as strategic decision-making under ambiguity where choices over resource investments must be made in competitive environments where possible outcomes and their payoffs are known ex ante, but the probabilities of such outcomes are unknowable ex ante. We outline a multi-step, logical approach for addressing such problems in theory with the goal of providing an improved basis for practical decisions that should increase organizational performance.

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.

scholarly journals Analysis of Customers’ Reactions to E-Commerce Companies Using Instagram Data

Proceedings ◽  
2021 ◽  
Vol 74 (1) ◽  
pp. 12
Author(s):  
Ekin Akkol
Keyword(s):  
Decision Making ◽  
Web Application ◽  
Customer Relations ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Stock Management ◽  
Decision Making Processes

The aim of this study is to develop a web application that supports decision-making processes on subjects—such as customer relations management, marketing, and stock management—with data such as posts, comments, and likes from Instagram to four e-commerce companies. In this context, the data obtained from the Instagram accounts of e-commerce companies were recorded in a database after the pre-processing and classification stages. A web application has been developed that can support managers in their decision-making processes at operational, tactical, and strategic decision-making levels by visualizing the data recorded in the database.

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