Athletes’ Decision-Making in Career Change-Events

This study examined decision-making processes in response to athletic career change-events (e.g., injury, field position change). Athletes’ (N = 338) initial strategic decisions whether to address or ignore a change-event, and their subsequent decisions whether to make the required change were measured using the Change-Event Inventory (Samuel & Tenenbaum, 2011b). Athletes reported a high tendency of making a strategic decision to consult with others, which could be predicted from the event’s perceived significance and availability of professional support. Athletes also reported a high tendency of making a subsequent decision to change, which could be predicted from the helpfulness of support, motivation for change, and certain coping strategies. The two types of decisions were related. Perceived outcome of the change process and athletes’ motivation could also be accurately predicted. In conclusion, to effectively cope with change-events athletes need to feel involved, be in control, and make independent decisions that reflect their genuine needs and wishes.

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HR managers’ decision-making processes: a “reflective practice” analysis

Management Research Review ◽

10.1108/mrr-11-2014-0250 ◽

2016 ◽

Vol 39 (6) ◽

pp. 655-671 ◽

Cited By ~ 1

Author(s):

Carolina Walger ◽

Karina De Dea Roglio ◽

Gustavo Abib

Keyword(s):

Decision Making ◽

Reflective Practice ◽

Management Practice ◽

Strategic Decision ◽

Strategic Decision Making ◽

Strategic Decisions ◽

Content Type ◽

Decision Making Processes ◽

Reflection In Action ◽

Hr Managers

Purpose Human resources (HR) department managers play an important role in the processes of defining and implementing organizational strategies. From this perspective, decisions made by HR managers directly influence organizations’ competitiveness. There is a gap in the literature related to decision-making processes by these managers, particularly with respect to the subjective elements involved in them. This paper’s aim is to analyze HR managers’ strategic decision-making processes from the perspective of reflective practice. Design/methodology/approach A qualitative study was conducted based on an analysis of five HR department managers’ strategic decision-making processes. Findings The results indicate that reflection-in-action is one possibility for narrowing the gap between action and reflection in management practice, as this could contribute to improving strategic decisions; HR managers’ decisions are delimited by internal and external organizational issues; and these decisions involve intensive information sharing. Research limitations/implications The results of this research contribute to extend the existing knowledge on reflection, one of the subjective elements that influences decision-making processes, and which has been identified as a subject in need of research by several authors (Eisenhardt and Zbaracki, 1992; Hambrick, 2007; Langley et al., 1995; Nutt, 2010). Practical implications A better understanding of HR managers’ decision-making processes, particularly in the Brazilian context, which other organizations can use as examples of alternative choices for HR departments strategic management. For managers, reflection-in-action facilitates an effective decision-making process, increases self-knowledge, contributes to the processes of individual and organizational learning and improves managers’ global overview of their organizations. Originality/value These results represent a development in understanding one of the subjective elements of HR department managers’ decision-making processes – reflection – and should help to improve the results of strategic decisions by these managers and by managers of other organizational departments.

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

Proceedings ◽

10.3390/proceedings2021074012 ◽

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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Understanding how the contextual variables influence political behaviour in strategic decision-making

Journal of Strategy and Management ◽

10.1108/jsma-02-2014-0013 ◽

2014 ◽

Vol 7 (3) ◽

pp. 226-250 ◽

Cited By ~ 18

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.

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Unpacking Political Ideology: CEO Social and Economic Ideologies, Strategic Decision-making Processes, and Corporate Entrepreneurship

Academy of Management Journal ◽

10.5465/amj.2019.1228 ◽

2021 ◽

Author(s):

M. K. Chin ◽

Stephen X. Zhang ◽

Asghar Afshar Jahanshahi ◽

Sucheta Nadkarni

Keyword(s):

Decision Making ◽

Political Ideology ◽

Corporate Entrepreneurship ◽

Strategic Decision ◽

Strategic Decision Making ◽

Decision Making Processes

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Uncomfortable Decisions

10.31234/osf.io/tmsw9 ◽

2022 ◽

Author(s):

Paul Bloom ◽

Laurie Paul

Keyword(s):

Decision Making ◽

Social Science ◽

Career Change ◽

Social Science Research ◽

Science Research ◽

Science Data ◽

Decision Making Processes ◽

Social Science Data ◽

Personal Decision ◽

Algorithmic Process

Some decision-making processes are uncomfortable. Many of us do not like to make significant decisions, such as whether to have a child, solely based on social science research. We do not like to choose randomly, even in cases where flipping a coin is plainly the wisest choice. We are often reluctant to defer to another person, even if we believe that the other person is wiser, and have similar reservations about appealing to powerful algorithms. And, while we are comfortable with considering and weighing different options, there is something strange about deciding solely on a purely algorithmic process, even one that takes place in our own heads.What is the source of our discomfort? We do not present a decisive theory here—and, indeed, the authors have clashing views over some of these issues—but we lay out the arguments for two (consistent) explanations. The first is that such impersonal decision-making processes are felt to be a threat to our autonomy. In all of the examples above, it is not you who is making the decision, it is someone or something else. This is to be contrasted with personal decision-making, where, to put it colloquially, you “own” your decision, though of course you may be informed by social science data, recommendations of others, and so on. A second possibility is that such impersonal decision-making processes are not seen as authentic, where authentic decision making is one in which you intentionally and knowledgably choose an option in a way that is “true to yourself.” Such decision making can be particularly important in contexts where one is making a life-changing decision of great import, such as the choice to emigrate, start a family, or embark on a major career change.

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Improvement of the Statement of Financial Results as an Information Base for Strategic Decision Making

Accounting Analysis Auditing ◽

10.26794/2408-9303-2021-8-3-69-79 ◽

2021 ◽

Vol 8 (4) ◽

pp. 69-79

Author(s):

T. Yu. Druzhilovskaya ◽

E. S. Druzhilovskaya

Keyword(s):

Decision Making ◽

Financial Statements ◽

Educational Process ◽

Strategic Decision ◽

Educational Institutions ◽

Strategic Decisions ◽

Accounting Standard ◽

State Sector ◽

Information Base ◽

Wide Range

The article presents the results of a study of the possibilities to improve approaches to generating a report on financial results as an information base for making strategic decisions. It critically analyses the significance of the changes in this report, stipulated by the draft federal accounting standard for the non-state sector “Financial statements of the organization” (FAS FS), which should come into force from 2021. The authors identify and systematize the main changes planned by the FAS FS draft in report on financial results formation, including not only adjusting certain articles, but also improving the approaches to the presentation of a number of indicators. The importance of each of these changes, their positive and negative significance for the persons making strategic decisions is determined; the main problematic and debatable issues to improve the formation of the report on financial results from the perspective of users of the reporting are identified. An example of the form of the report on financial results is provided, aimed at presenting the reliable and understandable information necessary for decision-making users. The results of the study can be useful to a wide range of readers interested in the problems of forming a report on financial results, and can also be applied in the practical work of the accounting departments of organizations, in the educational process of higher educational institutions and in the creation and improvement of relevant regulatory documents on accounting.

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Housing associations diversifying into market renting: local contexts and (re)interpretation shaping strategic decision making

Voluntary Sector Review ◽

10.1332/204080520x15793388961252 ◽

2020 ◽

Vol 11 (1) ◽

pp. 3-20

Author(s):

Julie Clarke ◽

Rachel Kirk

Keyword(s):

Decision Making ◽

Housing Association ◽

Local Level ◽

Third Sector ◽

Strategic Decision ◽

Strategic Decision Making ◽

Strategic Decisions ◽

Housing Associations ◽

Commercial Activity ◽

Hybrid Organisations

Within the context of housing associations as fluid third sector hybrid organisations, this article examines the dynamics of strategic decision making in relation to diversification into the market rented sector. A convergence of factors shaped an agenda for associations to engage with such commercial activity, crystallising debates about opportunities versus tensions and the remit of organisations. Qualitative research with senior housing association professionals operating in northern England illustrates the significance of external local and internal organisational contexts in making and justifying decisions; this is highlighted within an emergent typology of organisational responses. Depending on interpretation, the interplay between social and financial justifications varied, including legitimising activity within a broader social purpose. The potential for (re)interpreting parameters illustrates the importance of understanding the variety and complexity of interacting dynamics that influence the strategic decisions of third sector hybrid organisations and what they deliver at the local level.

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