The use of information management towards strategic decision effectiveness in higher education institutions in the context of Bahrain

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Esra Saleh Al Dhaen
Keyword(s):  
Higher Education ◽  
Decision Making ◽  
Information Management ◽  
Higher Education Institutions ◽  
Small Sample ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Future Research ◽  
Content Type ◽  
Decision Importance

Purpose Strategic decision importance has rarely been investigated as a decision-specific characteristic in the strategic decision-making process (SDMP) literature taking into consideration information management while taking important strategic decisions. Here, the ability of decision importance to predict decision effectiveness as an outcome of SDMPs in higher education institutions (HEIs) is examined in the context of Bahrain. Design/methodology/approach A conceptual model is developed relating decision importance to decision effectiveness indirectly via the SDMP characteristics intuition, rationality and decentralization. Data from a cross-sectional questionnaire completed by leaders of HEIs and academics involved in strategic decision-making in Bahrain are used to test the model and hypotheses via correlation analysis. The paper also considers a literature review of the use of information management while taking a strategic decision. Findings Decision importance is shown to positively influence decision effectiveness in Bahraini HEIs mediated by rationality and by decentralization in decision-making, although negative effects of decentralization are also demonstrated. However, decision importance does not influence decision effectiveness mediated by intuition. Research limitations/implications Due to the small sample size, the results cannot be generalized to contexts beyond HEIs in Bahrain. Additional SDMP characteristics of significance in the context of HEIs could be future investigated, for instance, political behaviour and lateral communication, are not included in the model. Future research exploring the latter two aspects could provide deeper insight into the findings. Practical implications The findings of this paper could be considered by HEIs senior management and members of the governing body while strategic decision-making, which could be at different levels, including strategic planning or assessing a strategic decision in terms of effectiveness. This paper will also provide insight one the use of information while considering strategic decision-making. Social implications A model leading for effective strategic decision-making could be used by leaders of HEIs and regulators including licensing bodies and QA agencies to set standards for HEIs for sustainable performance and quality education in line with United Nations Sustainable Development Goals and Initiative. Strategic decision-making will have an impact on the overall performance of HEIs and serve all relevant stakeholder’s including parents, students, employers and industry. Originality/value Little research conducted in relation to strategic decision-making in the Gulf Cooperation Council therefore, this research will add original findings and the outcome of this study will lead to future research related to SDMP and the use of information management in the overall strategic decision-making.

An exemplar of open strategy: decision-making within multi-sector collaborations

2016 ◽  
Vol 54 (7) ◽  
pp. 1595-1614 ◽  
Author(s):  
Thomas G Pittz ◽  
Terry Adler
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Future Research ◽  
Decision Making Process ◽  
Strategic Decisions ◽  
Public And Private ◽  
Content Type ◽  
Goal Interdependence ◽  
Open Strategy

Purpose – Collaborations and partnerships that span economic sectors heighten the complexity of decision-making processes and introduce challenges for structuring collective action. As hybrid organizations designed for cooperation, multi-sector partnerships involving firms from the private, public, and nonprofit industries are more likely to utilize a platform of open strategy than their single-sector counterparts. Through studying the decision-making process of multi-sector partnerships, the purpose of this paper is to suggest that the formative extra-organizational boundary conditions of these partnerships create fertile ground for a platform of open strategy. Design/methodology/approach – This manuscript presents a thorough analysis of the literature regarding multi-sector partnerships and the construct of open strategy to consider the importance of goal interdependence and strategic openness in the strategic decision-making process. The combination of these research streams results in a theoretical model of open strategy to be validated in the multi-sector partnership context. Findings – Partnerships that span multiple market sectors (multi-sector partnerships (MSPs)) are often founded on cooperation as opposed to competition and this fundamental distinction impacts organizational strategy and, more specifically, the manner in which strategic decisions are made. As proposed, the open strategy process model outlined in this work relies on goal interdependence, stakeholder legitimacy, participatory decision making, transparency, and inclusiveness as core components. Research limitations/implications – Future research that considers the implications of open strategy on performance and other organizational outcomes in the MSP context is warranted. Similarly, future research could ascertain the effects of open strategy on individual-level outcomes such as job satisfaction, organizational commitment, turnover, and related constructs. Additionally, later scholarship in the context of MSPs could serve to illuminate the possible effects of strategic openness on the social structures of partner organizations as well as highlight possible unintended consequences of its implementation. Practical implications – In practical terms, this research provides direction for managers of MSPs, particularly during the formative phases of collaboration. Establishing a clear recognition of interdependence toward partnership goals is demonstrated to be a valuable first step for establishing the preconditions for a platform of strategic openness. Subsequently, implementing techniques and disciplines to enhance the inclusiveness and transparency of information, to foster participation in decision making, and to recognize all stakeholders with a claim on outcomes during the strategic decision-making process combine to achieve the outcomes demonstrated by early adopters of open strategy. Social implications – This research has the potential to further the understanding of several questions arising from collaboration scholarship such as: what are the strategies and capabilities required to succeed in managing organizational forms that fuse and cross well-established public and private sector boundaries? How can public and private actors mutually learn and develop such capabilities? The authors hope that by putting forth this new model of open strategy in multi-sector social partnerships, the authors can stimulate both practice and empirical study to separate the general principles from the contingencies. The weighty social issues of the day can benefit from these efforts. Originality/value – This work links, both theoretically and conceptually, heretofore disparate streams of literature to outline a process by which strategic decisions are made in multi-sector collaborations. Traditional notions of competitive strategy have been demonstrated to be inadequate to guide theory and practice regarding the decision-making process within multi-sector collaborations. This work attempts to resolve that deficiency by considering goal interdependence and various dimensions of strategic openness (inclusiveness, transparency, stakeholder legitimacy, and participatory decision making) as aspects of cooperative strategy. The resulting model contributes to the instrumental view of stakeholder theory, the conceptual richness of the open strategy construct, and suggests a normative governance platform for multi-sector partnerships.

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.

Conceptualizing international positioning strategies for Indian higher education institutions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sudhir Rana ◽  
Shubhangi Verma ◽  
Moon Moon Haque ◽  
Gouher Ahmed
Keyword(s):  
Higher Education ◽  
Cultural Sensitivity ◽  
Higher Education Institutions ◽  
Wicked Problem ◽  
Future Research ◽  
Total Quality ◽  
Content Type ◽  
Current State ◽  
The Future ◽  
Indian Higher Education

Purpose The manuscript reflects on the future of higher education from an emerging country perspective. The authors specifically answer how new education policies, ranking and accreditation are impacting the current state of Indian higher education institutions (IHEIs) and how IHEIs can cultivate their path towards positioning themselves internationally. This study aims to bring together existing scenarios and to serve as a springboard for future research and applications. Design/methodology/approach The manuscript is designed and executed as a conceptual study exploring the current state and prospects for IHEIs. The study synthesizes the concepts of positioning strategies in context to IHEIs. A conceptual diagram integrating existing concepts from marketing, total quality management and business education is created to understand the phenomenon among the IHEIs stakeholders. Findings The authors found that IHEIs started showing their international presence yet they are facing various challenges (government bureaucracy; international salary standards; global student population; and cultural sensitivity). The authors also found that the positioning problem is not a one-time attempt; the complexity of higher education is a “wicked problem” and, hence needs to be evaluated, changed and executed continuously. The manuscript offers relevant information to IHEIs leaders and stakeholders to improve on their international positioning strategies and proposes avenues for future research. Originality/value The study outlines future development and positioning strategic plans that IHEIs may consider and reflect in their strategic plan. The conceptual diagram on achieving successful international positioning and problem areas is expected to act as a guidebook for the key decision-makers. The focus is on distinguishing the imperatives, creating a key guide for meeting immediate requirements, allotting assets prudently to update their international presence. The study will provide IHEIs with a new lease of life in the future.

Rapid, centralised decision-making in a higher education emergency

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Brigid Freeman ◽  
Peodair Leihy ◽  
Ian Teo ◽  
Dong Kwang Kim
Keyword(s):  
Higher Education ◽  
Decision Making ◽  
Policy Making ◽  
Higher Education Institutions ◽  
Institutional Policy ◽  
Policy Governance ◽  
Content Type ◽  
On Line ◽  
Policy Problems ◽  
Policy Shifts

Purpose This study aims to explain the primacy that rapid, centralised decision-making gained in higher education institutions during the COVID-19 pandemic, with a particular focus on Australian universities. Design/methodology/approach This paper draws on discussions regarding policy problems of an international, purpose-convened on-line policy network involving over 100 registrations from multiple countries. It analyses emerging institutional policy governance texts and documents shared between network participants, applies policy science literature regarding traditional institutional policy-making routines and rapid decision-making, and references media reportage from 2020. The paper traces how higher education institutions rapidly adjusted to pandemic conditions and largely on-line operations. Findings The study finds that higher education institutions responded to the COVID-19 crisis by operationalising emergency management plans and introducing rapid, centralised decision-making to transition to remote modes of operation, learning and research under state-imposed emergency conditions. It highlights the need to ensure robust governance models recognising the ascendance of emergency decision-making and small-p policies in such circumstances, notwithstanding longstanding traditions of extended collegial policy-making routines for big-P (institutional) Policy. The pandemic highlighted practice and policy problems subject to rapid reform and forced institutions to clarify the relationship between emergency planning and decision-making, quality and institutional policy. Practical implications In covering a range of institutional responses, the study advances the possibility of institutions planning better for unexpected, punctuated policy shifts during an emergency through the incorporation of rapid decision-making in traditionally collegial environments. At the same time, the paper cautions against the normalisation of such processes. The study also highlights key practices and policies that require urgent reconsideration in an emergency. The study is designed as a self-contained and freestanding narrative to inform responses to future emergencies by roundly addressing the particularities of the 2020 phase of the COVID-19 pandemic as it affected higher education. Originality/value There is only limited research on policy-making in higher education institutions. This research offers an original contribution on institutional policy-making during a prolonged emergency that deeply changed higher education institution’s governance, operations and outlook. Particularly significant is the synthesis of experiences from a wide range of sector personnel, documenting punctuated policy shifts in policy governance (meta-policy), institutional policy-making routines and quality assurance actions under great pressure. This paper is substantially developed from a paper given at the Association for Tertiary Education Management Institutional Policy Seminar, 26th October 2020.

Decision-making system for higher education university selection: comparison of priorities pre- and post-COVID-19

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Krishnadas Nanath ◽  
Ali Sajjad ◽  
Supriya Kaitheri
Keyword(s):  
Higher Education ◽  
Decision Making ◽  
Higher Education Institutions ◽  
Mode Of Delivery ◽  
Primary Data ◽  
Final Decision ◽  
Content Type ◽  
University Selection ◽  
The University ◽  
The Impact

PurposeUniversity selection in higher education is a complex task for aspirants from a decision-making perspective. This study first aims to understand the essential parameters that affect potential students' choice of higher education institutions. It then aims to explore how these parameters or priorities have changed given the impact of the COVID-19 pandemic. Learning about the differences in priorities for university selection pre- and post-COVID-19 pandemic might help higher education institutions focus on relevant parameters in the post-pandemic era.Design/methodology/approachThis study uses a mixed-method approach, with primary and secondary data (university parameters from the website and LinkedIn Insights). We developed a university selector system by scraping LinkedIn education data of various universities and their alumni records. The final decision-making tool was hosted on the web to collect potential students' responses (primary data). Response data were analyzed via a multicriteria decision-making (MCDM) model. Portal-based data collection was conducted twice to understand the differences in university selection priorities pre- and post-COVID-19 pandemic. A one-way MANOVA was performed to find the differences in priorities related to the university decision-making process pre- and post-COVID-19.FindingsThis study considered eight parameters of the university selection process. MANOVA demonstrated a significant change in decision-making priorities of potential students between the pre- and post-COVID-19 phases. Four out of eight parameters showed significant differences in ranking and priority. Respondents made significant changes in their selection criteria on four parameters: cost (went high), ranking (went low), presence of e-learning mode (went high) and student life (went low).Originality/valueThe current COVID-19 pandemic poses many uncertainties for educational institutions in terms of mode of delivery, student experience, campus life and others. The study sheds light on the differences in priorities resulting from the pandemic. It attempts to show how social priorities change over time and influence the choices students make.

Mitchell’s Brewery: entrepreneurship challenges in the South African craft beer industry

2018 ◽  
Vol 8 (4) ◽  
pp. 1-35
Author(s):  
Geoff Bick ◽  
Fezile Sidubi
Keyword(s):  
Decision Making ◽  
South African ◽  
Work Experience ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
The South ◽  
School Students ◽  
Content Type ◽  
Craft Beer ◽  
Beer Industry

Learning outcomes They are as follows: to identify strategic growth opportunities for SMEs in the South African craft beer industry; to understand the complexities associated with operating a craft beer SME in the South African alcohol sector and analyse the SME’s strategic decision-making process that happens as a result; to understand the challenges and identify opportunities for entrepreneurship and growth in an emerging economy and niche segment; to develop a differentiation strategy for a small player in a competitive market; and to impart industry-specific knowledge and insight on the craft brewing industry. Case overview/synopsis The case is centred on the challenges that Hein Swart, managing director of Mitchell’s Brewery, is facing in sustaining business operations amid heavy regulations and increasing competition from existing craft breweries. In addition, there is the entry of a different type of competitor into the South African market that did not exist previously. The case narrative broadly presents several industry themes that interact with each other and create the existing complexities. Complexity academic level This case is targeted at postgraduate business school students with some work experience who want to build their critical thinking, business management and strategic decision-making skills such as Masters of Business Administration (MBA) and Executive MBA academic programmes, and also delegates on Executive Education programmes. The case is expected to be used as a case study for courses in entrepreneurship and strategic management; however, it can also be applied in strategic marketing courses. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 3: Entrepreneurship

scholarly journals M&As get another assist: when CEOs add intuition to the decision mix

2019 ◽  
Vol 41 (3) ◽  
pp. 57-65 ◽  
Author(s):  
Hannu Kuusela ◽  
Siiri Koivumäki ◽  
Mika Yrjölä
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Group Interactions ◽  
Content Type ◽  
Individual Level ◽  
Top Executives ◽  
Positive Effects

Purpose The purpose of this paper is to analyze the use of intuition in successful merger and acquisition (M&A) decisions. M&As are strategic decisions that can create growth, open up new markets and strengthen the company’s position and competence portfolio. Strategic decisions involve, by their very nature, considerable investments and have company-wide and long-lasting implications. At the same time, the decision-makers have access to large amounts of data from various sources, but these data are often uncertain and inaccurate and entail numerous assumptions. Therefore, M&A decisions are only rational to a degree, and emotional elements, such as intuition, likely play a significant role. Design/methodology/approach Acknowledging how critically important, but also how difficult, M&As are, the authors analyzed nine instances (cases) of successful acquisitions, in which the executives believed that the role of intuition was critical. Findings The findings show that intuition in strategic decision-making emerges on three levels: individual, collective and environmental. Practical implications This paper encourages top executives to proactively acknowledge and take advantage of intuition in their strategic decision-making. It proposes a framework to help with these endeavors. Originality/value This paper contributes by highlighting that intuition is not just a factor on an individual level; it can also surface from group interactions as well as the environment. Surprisingly, all the executives interviewed spoke of the positive effects that intuition can have on acquisition decisions. This is in contrast to the dominant view that considers intuition as nonrational and even as a form of bias.

The role of heuristic-driven biases in entrepreneurial strategic decision-making: evidence from an emerging economy

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maqsood Ahmad ◽  
Syed Zulfiqar Ali Shah ◽  
Yasar Abbass
Keyword(s):  
Decision Making ◽  
Emerging Economy ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Strategic Decisions ◽  
Content Type ◽  
The Relationship

PurposeThis article aims to clarify the mechanism by which heuristic-driven biases influence the entrepreneurial strategic decision-making in an emerging economy.Design/methodology/approachEntrepreneurs' heuristic-driven biases have been measured using a questionnaire, comprising numerous items, including indicators of entrepreneurial strategic decision-making. To examine the relationship between heuristic-driven biases and entrepreneurial strategic decision-making process, a 5-point Likert scale questionnaire has been used to collect data from the sample of 169 entrepreneurs who operate in small- and medium-sized enterprises (SMEs). The collected data were analyzed using SPSS and Amos graphics software. Hypotheses were tested using structural equation modeling (SEM) technique.FindingsThe article provides empirical insights into the relationship between heuristic-driven biases and entrepreneurial strategic decision-making. The results suggest that heuristic-driven biases (anchoring and adjustment, representativeness, availability and overconfidence) have a markedly negative influence on the strategic decisions made by entrepreneurs in emerging markets. It means that heuristic-driven biases can impair the quality of the entrepreneurial strategic decision-making process.Practical implicationsThe article encourages entrepreneurs to avoid relying on cognitive heuristics or their feelings when making strategic decisions. It provides awareness and understanding of heuristic-driven biases in entrepreneurial strategic decisions, which could be very useful for business actors such as entrepreneurs, managers and entire organizations. Understanding regarding the role of heuristic-driven biases in entrepreneurial strategic decisions may help entrepreneurs to improve the quality of their decision-making. They can improve the quality of their decision-making by recognizing their behavioral biases and errors of judgment, to which we are all prone, resulting in a more appropriate selection of entrepreneurial opportunities.Originality/valueThe current study is the first to focus on links between heuristic-driven bias and the entrepreneurial strategic decision-making in Pakistan—an emerging economy. This article enhanced the understanding of the role that heuristic-driven bias plays in the entrepreneurial strategic decisions and more importantly, it went some way toward enhancing understanding of behavioral aspects and their influence on entrepreneurial strategic decision-making in an emerging market. It also adds to the literature in the area of entrepreneurial management specifically the role of heuristics in entrepreneurial strategic decision-making; this field is in its initial stage, even in developed countries, while, in developing countries, little work has been done.

Integrated methodology for industrial facilities management and design based on FCA and lean manufacturing principles

Facilities ◽  
2020 ◽  
Vol 38 (7/8) ◽  
pp. 523-538 ◽  
Author(s):  
Diego Guillen ◽  
Diego Gomez ◽  
Ingrid Hernandez ◽  
Daniela Charris ◽  
Juan Gonzalez ◽  
...  
Keyword(s):  
Decision Making ◽  
Continuous Improvement ◽  
Lean Manufacturing ◽  
Primary Objective ◽  
Strategic Decision ◽  
Systematic Evaluation ◽  
Internal Quality ◽  
Strategic Decision Making ◽  
Production Plant ◽  
Content Type

Purpose The purpose of this paper is to provide a comprehensive methodology and a case study about the successful integration of FCA with continuous improvement tools for strategic decision-making processes. Reliable knowledge of the condition of tangible assets and their ability to fulfill their target activities over time are required for an assertive strategical decision process. Facility condition assessment (FCA) is a recognized methodology that allows the systematic evaluation of this performance. For those companies whose primary objective is the production of goods, decisions associated with improvements on the productive system or re-adaptation of existing assets may also require the implementation of alternative methodologies, with a direct impact on the indicators of the company and therefore on the FCA. Design/methodology/approach This study presents a methodology for the integration of FCA and lean manufacturing (LM) as a tool in strategic decision-making process that involves the integration of continuous improvement processes or significant changes in the production process, in which the condition of the installation impacts decisively the productivity of the system. Findings The results of the implementation on an insecticide and herbicide production plant indicate an increase of 33 per cent in the capacity of the formulation process and over 20 per cent reduction in the internal quality claims associated with the packaging system. Practical implications Those methodological stages are applicable to facilities in which the FCA shows the need for significant reconditioning of assets, the need to increase the efficiency and/or the production capacity. This methodology integrates elements of continuous improvement and redesign of production systems. Originality/value The original value of this paper is oriented to the capacity to integrate different FCA and LM tools through the company indicators of productivity key performance indicators and, in addition, of a comprehensive illustration based on a study case.

Strategic decision-making

2018 ◽  
Vol 41 (1) ◽  
pp. 2-28 ◽  
Author(s):  
Satyanarayana Parayitam ◽  
Chris Papenhausen
Keyword(s):  
Decision Making ◽  
Conflict Management ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Content Type ◽  
Decision Outcomes ◽  
Seeking Behavior ◽  
The Relationship

Purpose This paper aims to investigate the effect of cooperative conflict management on agreement-seeking behavior, agreement-seeking behavior on decision outcomes, moderating role of competence-based trust on the relationship between agreement-seeking behavior and decision outcomes, and mediating role of agreement-seeking behavior between cooperative conflict management and decision outcomes. Design/methodology/approach Using a structured survey instrument, this paper gathered data from 348 students enrolled in a strategic management capstone course that features strategic decision-making in a simulated business strategy game. The data from 94 teams were collected from the student population using a carefully administered instrument. The data were aggregated after running the inter-rater agreement test and the analyzed to test the hypotheses. Findings The results from the hierarchical regression of the complex moderated mediation model reveal that cooperative conflict management is positively related to agreement-seeking behavior, and agreement-seeking behavior mediates the relationship between cooperative conflict management and decision outcomes. The results also suggest that competence-based trust acts as a moderator in the relationship between agreement-seeking behavior and decision quality; agreement-seeking behavior and team effectiveness, and agreement-seeking behavior and decision commitment. Results also support mediation of agreement-seeking behavior between cooperative conflict management and decision outcomes. Research limitations/implications The present research is based on self-report measures, and hence, the limitations of social desirability bias and common method bias are inherent. However, adequate care is taken to minimize these limitations. The research has implications for the strategic decision-making process literature. Practical implications In addition to the strategic management literature, this study contributes to practicing managers. The study suggests that competence-based trust plays a vital role in decision effectiveness. Administrators need to select the members in the decision-making process who have competence-based trust on one another and engage in agreement-seeking behavior. Social implications The findings from the study help in creating a fruitful social environment in organizations. Originality/value This study provides new insights about the previously unknown effects of cooperative conflict management and agreement-seeking behavior in strategic decision-making process.

Sign in / Sign up

Export Citation Format

Share Document