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

2016 ◽  
Vol 38 (3-4) ◽  
pp. 365-401 ◽  
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.

scholarly journals Strategic Environment Assessment of Catchment Water Management: A Comparative Analysis of the Adequacy of SEA Reports using Case Studies from Uganda, Tanzania, South Africa, Ireland and Vietnam

2019 ◽  
Vol 6 (1) ◽  
pp. 48-56
Author(s):  
Pius Kahangirwe
Keyword(s):  
Decision Making ◽  
Comparative Analysis ◽  
Case Studies ◽  
Organizational Context ◽  
Environmental Issues ◽  
Strategic Environmental Assessment ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Key Issues

This paper reflects on the adequacy of strategic environmental assessment (SEA) reports based on a comparative analysis of SEA reports from five country contexts randomly selected. It briefly examines the role of SEA in basin or catchment planning and management. An overview on institutional and organizational context of SEA in Uganda is discussed. Although, SEA has been described as being a tool to improve strategic decision-making by integrating environmental issues into plans, policies and programmes, there is a growing concern on the adequacy of the SEA reports being prepared and how these reports come about. To be able to determine the adequacy of these SEA reports, the analysis focused on the stages of SEA that guide the SEA process. The results of the study show some examples of effective SEA practice, but still some of the case studies never dug deep but rather scratched the surface in terms of SEA process effectiveness. Based on key findings of the study, some recommendations for improving SEA practice for catchment planning are provided. SEA reports should be presenting key issues, providing clear proposals and conclusive results to facilitate the integration of SEA findings in decision-making. As that’s what SEA is about.

Strategic Decision-Making in Japanese Trading Companies: Case Studies of Information Search Activities

2003 ◽  
Vol 9 (1) ◽  
pp. 27-41 ◽  
Author(s):  
David Gilbert
Keyword(s):  
Decision Making ◽  
Case Studies ◽  
Information Search ◽  
Information Sources ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Sources Of Information ◽  
Managerial Practices ◽  
Research Task

ABSTRACTThe paper describes an investigation into the information search activities of senior Japanese executives involved in strategic decision-making in Japanese trading companies. The research task was conducted over a twelve-month period between 2000-2001, at five well-known Japanese kaisha (see Appendix 1 for a list of Japanese expressions used in this paper) headquartered in Tokyo. This paper identifies sources of information that are dev-eloped and used by executive decision-makers in evaluating strategic alternatives. As well modes of access to the identified sources are highlighted and analysed.Results from the study indicate the prominence of distinctive Japanese managerial practices such as nemawashi and settai, in developing information sources. As well it was found that these practices strongly influence how information sources are accessed. Executive decision-makers from the Presidential level to Divisional Manager level who participated in this study were emphatic in their belief that strategic decision-making in most situations is reliant upon the network of information sources cultivated by decision-makers as well as their skill in accessing the various sources.

Strategic Decision-Making in Japanese Trading Companies: Case Studies of Information Search Activities

2003 ◽  
Vol 9 (1) ◽  
pp. 27-41 ◽  
Author(s):  
David Gilbert
Keyword(s):  
Decision Making ◽  
Case Studies ◽  
Information Search ◽  
Information Sources ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Sources Of Information ◽  
Managerial Practices ◽  
Research Task

ABSTRACTThe paper describes an investigation into the information search activities of senior Japanese executives involved in strategic decision-making in Japanese trading companies. The research task was conducted over a twelve-month period between 2000-2001, at five well-known Japanese kaisha (see Appendix 1 for a list of Japanese expressions used in this paper) headquartered in Tokyo. This paper identifies sources of information that are dev-eloped and used by executive decision-makers in evaluating strategic alternatives. As well modes of access to the identified sources are highlighted and analysed.Results from the study indicate the prominence of distinctive Japanese managerial practices such as nemawashi and settai, in developing information sources. As well it was found that these practices strongly influence how information sources are accessed. Executive decision-makers from the Presidential level to Divisional Manager level who participated in this study were emphatic in their belief that strategic decision-making in most situations is reliant upon the network of information sources cultivated by decision-makers as well as their skill in accessing the various sources.

Exploring the Impacts of Knowledge (Re)Use and Organizational Memory on the Effectiveness of Strategic Decisions

2005 ◽  
pp. 66-82
Author(s):  
Afsoun Hatami ◽  
Robert D. Galliers
Keyword(s):  
Decision Making ◽  
Organizational Context ◽  
Organizational Memory ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Is Success ◽  
Erp System ◽  
Knowledge Requirements ◽  
The Impact

This chapter introduces the impacts of knowledge management (KM) and organizational memory (OM) on strategic decision making. Close consideration and treatment of OM as part of a KM strategy are suggested as a central issue to the effectiveness of strategic decision making. This chapter uses the modified version of McLean’s Information System (IS) Success Model by Jennex and Olfman (2002) as a lens to examine the impact of knowledge strategy and technological resources, along with the impact of individuals and members from wider organizational context on decision-making processes. These components are then analyzed within Galliers’ (2002) IS Strategy Framework of emergent and deliberate strategizing. Furthermore, this chapter highlights the intermingled approaches to organizational KM practices that are due to the contextual nature of knowledge and the human need for social interaction. Results from our exploratory and continuing longitudinal study have clearly shown the significance of culture and human-driven knowledge requirements along side the use of an ERP system as part of an OMS. The authors account for the intersubjectivity of the concept and claim that organizations relying on acquired knowledge from past experiences on average make higher-quality decisions on business strategies for better future performance.

The Ethics Project

2018 ◽  
Vol 15 ◽  
pp. 285-302
Author(s):  
Jason Brennan ◽  
Keyword(s):  
Decision Making ◽  
Case Studies ◽  
Opportunity Cost ◽  
Real Life ◽  
Role Playing ◽  
Strategic Decision ◽  
Ethical Principles ◽  
Entrepreneurial Activity ◽  
Strategic Decision Making ◽  
The World

This paper describes the “Ethics Project”, a semester-long entrepreneurial activity in which students must make real-life decisions and then reflect upon their decisions. The Ethics Project asks students to think of something good to do, something that adds value to the world, and then do it. Along the way, they must navigate problems of opportunity cost or feasibility versus desirability, must anticipate and overcome strategic and ethical obstacles, and must ensure they add value, taking into account their costs. Rather than role-playing through case studies, students live through real-life case studies which result from their own choices. When properly administered, the Ethics Project trains student to be principled leaders who integrate ethical principles into strategic decision-making, and who can discover and overcome their own moral limitations.

Formal and informal scenario-planning in strategic decision-making: an assessment of corporate reasoning

2019 ◽  
Vol 34 (2) ◽  
pp. 439-450 ◽  
Author(s):  
Charlene Lew ◽  
Danielle Meyerowitz ◽  
Göran Svensson
Keyword(s):  
Decision Making ◽  
Case Studies ◽  
Emerging Market ◽  
Relevant Literature ◽  
Scenario Planning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Related Factors ◽  
Content Type ◽  
African Context

PurposeThe theoretical value of scenario-planning as a strategic tool is well recognized in literature. The purpose of this study is to explore the corporate reasoning of formal and informal usage (or non-usage) of scenario-planning in strategic decision-making.Design/methodology/approachAn overview of the relevant literature on scenario-planning as a strategic decision-making tool in the context of complexity and uncertainty is presented, in combination with 15 case studies on executives in the South African context.FindingsThe findings are based on a study in the emerging market context. From the case studies reported, it is evident that industry, organizational and leadership-related factors influence the effective use or non-use of scenario-planning.Research limitations/implicationsEmpirical findings are reported, contributing to an assessment framework to revisit the usage of formal and informal scenario-planning in strategic decision-making. Further research to determine which supportive tools and technologies should be used for scenario-planning across multiple contexts is needed.Practical implicationsThe study expands upon previous insights into the formal and informal usage (or non-usage) of scenario-planning in strategic decision-making based on an emerging market context.Originality/valueThis study contributes to understanding the value of scenario-planning in complex contexts that require strategic adaptability and offers a hands-on toolkit and shortlist of assessment criteria to conceptualize the organizational reasoning and scholarly framing of formal, informal or non-scenario-planning in strategic decision-making.

Succeeding as a retailer

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Decision Making ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. 10; Findings Individuals working as retailers must overcome considerable barriers in order to succeed. Greater awareness and understanding of the various challenges, issues and experiences that shape their strategic decision-making can help to increase their competitiveness. Originality/value The briefing saves busy executives and researchers’ hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Sign in / Sign up

Export Citation Format

Share Document