Doing the Right Thing Strategic Decision Making and Risk Management Interface

2017 ◽  
pp. 47-55
Author(s):  
Tariq Sh. Younis
Keyword(s):  
Decision Making ◽  
Risk Management ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
The Right

Managing Executive Information Systems for Strategic Intelligence in South Africa and Spain

2011 ◽  
pp. 1274-1296
Author(s):  
Udo Richard Averweg ◽  
Jose L. Roldan
Keyword(s):  
South Africa ◽  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Executive Information Systems ◽  
Strategic Intelligence ◽  
Computer Based ◽  
Executive Decision Making ◽  
The Right ◽  
Practical Implications

Strategically important information for executive decision-making is often not readily available since it may be scattered in an organization’s internal and external environments. An executive information system (EIS) is a computer-based technology designed in response to specific needs of executives and for decision-making. Executives having the “right” information for strategic decision-making is considered critical for strategic intelligence (SQ). SQ is the ability to interpret cues and develop appropriate strategies for addressing the future impact of these cues. In order to gauge the current situation in respect of information in an EIS and for managing future EIS development, the authors research EIS in organizations in two selected countries: South Africa and Spain. From their EIS study, parallelisms and differences are identified and implications for SQ are discussed. Some practical implications for future EIS development are given. The authors suggest these should be considered so that SQ for executive decision-making is facilitated.

Strategic Decision Making and Risk Management in the EU

2019 ◽  
pp. 281-297
Author(s):  
Imre Sabahat Ersoy
Keyword(s):  
Decision Making ◽  
Risk Management ◽  
Risk Function ◽  
Capital Requirements ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
The European Union ◽  
Strategic Decisions ◽  
Global Business ◽  
Business Economics

Innovative managerial thinking in global business economics necessitates the follow-up of the developments in the international regulatory framework of risk management for strategic decision making. The risk management framework which evolved from Basel I to Basel III (or with the December 2017 finalizations, the way the market calls it “Basel IV”) in the world economies and Capital Requirements Directive (CRD) V and Capital Requirements Regulation (CRR) II in the European Union have been game changers. Global managers need to take strategic decisions in this new international risk management setting in order to succeed in the competitive global business environment. For effective capital management, risk function and finance function should come together. For effective implementation, this mix should be supported by establishing partnership among the risk, finance, and strategy groups.

Strategic Decision Making

2021 ◽  
pp. 15-41
Author(s):  
Anju Kamal
Keyword(s):  
Decision Making ◽  
Technical Skill ◽  
Work Design ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Skilled Workers ◽  
Sustained Competitive Advantage ◽  
Individual Outcomes ◽  
The Right ◽  
New Forms Of Work

Digital technologies are changing the nature of work. Through a case, this study demonstrates the adoption of new forms of work in an organization. The HR department of the information technology firm XYZ often finds it a challenge to place resources with the right technical skill set in their projects within the timeframe specified by the clients. The fact that most skilled workers would retire in the next 10 years posed a different issue. The production of error free monthly reports of resource allocations was another challenge. Drawing from ecology theory, this study expands existing theories of strategic decision making in the context of innovation adoption. The study contends that the innovation of platform sourcing by creating a sustained competitive advantage can solve the challenges. The study adopts the lens of work design to understand the effect of technology on individual outcomes and support the implementation of the innovation.

Managing Executive Information Systems for Strategic Intelligence in South Africa and Spain

2007 ◽  
pp. 87-109 ◽  
Author(s):  
U. Averweg ◽  
J. Roldán
Keyword(s):  
South Africa ◽  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Executive Information Systems ◽  
Strategic Intelligence ◽  
Computer Based ◽  
Executive Decision Making ◽  
The Right ◽  
Practical Implications

Strategically important information for executive decision-making is often not readily available since it may be scattered in an organization’s internal and external environments. An executive information system (EIS) is a computer-based technology designed in response to specific needs of executives and for decision-making. Executives having the “right” information for strategic decision-making is considered critical for strategic intelligence (SQ). SQ is the ability to interpret cues and develop appropriate strategies for addressing the future impact of these cues. In order to gauge the current situation in respect of information in an EIS and for managing future EIS development, the authors research EIS in organizations in two selected countries: South Africa and Spain. From their EIS study, parallelisms and differences are identified and implications for SQ are discussed. Some practical implications for future EIS development are given. The authors suggest these should be considered so that SQ for executive decision-making is facilitated.

scholarly journals IS Strategic Decision-Making: A Garbage Can View

10.28945/3262 ◽  
2008 ◽  
Author(s):  
Harald Fardal ◽  
Jan-Oddvar Sornes
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Decision Quality ◽  
Organizational Level ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Individual Level ◽  
Garbage Can Model ◽  
The Individual ◽  
The Right

Developing information systems (IS) strategies and choosing the right IS portfolio for an organization require, among other things, identifying the most appropriate IS projects, determining how best to organize the IS staff, and arranging for IS procurement. All of these actions involve decision-making. This paper analyzes IS strategic decision-making in organizations, with the Garbage Can Model (GCM) of decision-making providing the theoretical framework. Our findings show that IS strategic decision-making often happens through GCM processes, and while these processes are hard to control and predict, the decision quality tends to be high at the organizational level. At the individual level, however, Garbage Can processes tend to return low-quality IS strategic decisions.

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