The impact of chief executive officer optimism on hospital strategic decision making

2012 ◽  
Vol 37 (4) ◽  
pp. 310-319 ◽  
Author(s):  
James R. Langabeer ◽  
Emery Yao
Keyword(s):  
Decision Making ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
The Impact

A comparative study of HR involvement in strategic decision-making in China and Australia

2019 ◽  
Vol 13 (2) ◽  
pp. 258-275
Author(s):  
Shuming Zhao ◽  
Cathy Sheehan ◽  
Helen De Cieri ◽  
Brian Cooper
Keyword(s):  
Decision Making ◽  
Comparative Study ◽  
Statistical Significance ◽  
Chief Executive ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Upper Echelon ◽  
Content Type ◽  
Upper Echelon Theory ◽  
The Impact

Purpose The purpose of this paper is to address gaps in the knowledge about human resource (HR) professional involvement in strategic decision-making in China compared with that in Australia. Design/methodology/approach First, the authors compare the strategic involvement of Chinese and Australian HR professionals. Second, based on the upper echelon theory, the authors compare the impact of chief executive officer (CEO) and top management team (TMT) between both countries on HR involvement in strategic decision-making. Data were collected from matched pairs of HR and TMT executives in China (n = 168) and in Australia (n = 102). Findings Results indicate a difference, despite of no statistical significance, in HR involvement in strategic decision-making between Chinese and Australian samples. TMT behavioural integration was positively related to HR involvement in strategic decision-making in a collectivistic culture (i.e. in China), but not in an individualistic culture (i.e. in Australia). However, CEO support for HRM was positively related to HR involvement in strategic decision-making in Australia, whereas it is not related in China. Originality/value The paper conducts a comparative study and practical, and research implications are discussed at the end.

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.

Mimoprávní vlivy na rozhodování českého Ústavního soudu

2021 ◽  
Author(s):  
Hubert Smekal ◽  
Jaroslav Benák ◽  
Monika Hanych ◽  
Ladislav Vyhnánek ◽  
Štěpán Janků
Keyword(s):  
Decision Making ◽  
Public Opinion ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Constitutional Court ◽  
Judicial Decision ◽  
Judicial Decision Making ◽  
The Media ◽  
Book Studies ◽  
The Impact

The book studies other than purely legal factors that influence the Czech Constitutional Court judges in their decision-making. The publication is inspired by foreign models of judicial decision-making and discusses their applicability in the Czech environment. More specifically, it focuses, for example, on the influence of the judge’s personality, collegiality, strategic decision-making or the impact of public opinion and the media. The book is based mainly on interviews with current constitutional judges.

Team Cognition, Collective Efficacy, and Performance in Strategic Decision-Making Teams

2012 ◽  
Vol 40 (3) ◽  
pp. 381-394 ◽  
Author(s):  
Huey-Wen Chou ◽  
Yu-Hsun Lin ◽  
Shyan-Bin Chou
Keyword(s):  
Decision Making ◽  
Collective Efficacy ◽  
Team Performance ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Team Cognition ◽  
Mediating Role ◽  
Collective Mind ◽  
And Performance ◽  
The Impact

With the growing use of teamwork for strategic decision making in organizations, an understanding of the teamwork dynamics in the strategic decision-making process is critical for both researchers and practitioners. By conceptualizing team cognition in terms of a transactive memory system (TMS) and collective mind, in this study we explored the relationships among TMS, collective mind, and collective efficacy and the impact of these variables on team performance. Longitudinal data collected from 98 undergraduates were analyzed. Neither the TMS–team performance relationship nor the collective mind–team performance relationship was significant. Collective efficacy was found to play a mediating role in such relationships. We concluded that team cognition with collective efficacy is beneficial for understanding teamwork dynamics in strategic decision making.

Strategic implications of HR role management in a dynamic environment

2016 ◽  
Vol 45 (2) ◽  
pp. 353-373 ◽  
Author(s):  
Cathy Sheehan ◽  
Helen De Cieri ◽  
Brian Cooper ◽  
Tracey Shea
Keyword(s):  
Decision Making ◽  
Role Conflict ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Role Overload ◽  
Environmental Dynamism ◽  
Content Type ◽  
Hr Role ◽  
The Impact ◽  
Role Management

Purpose – The purpose of this paper is to consider the impact of human resource (HR) role overload and HR role conflict on the HR function’s involvement in strategic decision making and to examine whether conditions of environmental dynamism moderate the impact of HR role conflict and HR role overload in that relationship. Design/methodology/approach – The authors collected data from two sources, senior HR and top management team (TMT) executives. A total of 180 HR executives and 109 TMT members completed the survey. In all, 102 organisations were included in the sample with matched HR executive and TMT responses. Findings – Results did not support hypothesised negative relationships between HR role management and involvement in strategic decision making but did establish the moderating effect of environmental dynamism, such that these associations were more negative at higher levels of dynamism. Research limitations/implications – The cross-sectional nature of the study precludes making inferences about causality and would need to be replicated with a longitudinal design before stronger inferences could be drawn with regard to the relationships between the variables. A strength of the study however is the use of two sources of data to address the issue of common method variance. Practical implications – The research has implications for the potential value that HR provides in dynamic environments and the risk that HR role conflict and overload pose to the contribution that HR can make during these periods. Originality/value – The research shifts the focus away from the definition of HR roles to considering how these roles are enacted and kept in balance.

scholarly journals The Impact of Strategic Decision-Making on Enhancing Competitive Capability: Case Study of the Royal Jordanian Airlines

2019 ◽  
Vol 14 (3) ◽  
pp. 148
Author(s):  
Majda S. Rteimeh
Keyword(s):  
Decision Making ◽  
Analytical Approach ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
The Impact

The study aimed at identifying the extent of efficiency of the strategic decision making (the determination of the problem, the gathering of the information on the problem, decision-making, the monitoring of the implementation of the decision-making, and the circulation of the realistic results of the decision) and demonstrating their impact in enhancing the competitive capability of the Royal Jordanian Airlines. This study followed the descriptive and the analytical approach relying on a questionnaire that reached a sample of 167 employees working at the various administrative levels of the company. The results of the study showed that there is a medium degree of efficiency for strategic decision-making and a medium degree of competitiveness. The results also showed a statistically significant impact for each of (gathering information about the problem of enhancing the competitive capability of the Royal Jordanian Airlines, decision-making, and circulating the realistic results of the decision) in enhancing the competitive capability of the Royal Jordanian Airlines.

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