Strategic decision-making for climate change: Dominant discourses and sensemaking for extreme dry weather events

2018 ◽  
Author(s):  
Bruce Mortimer
Keyword(s):  
Climate Change ◽  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Weather Events ◽  
Dominant Discourses

A Multi-Criteria Strategic Decision Making Model to Assess Renewable Energy Forms

2017 ◽  
Vol 8 (2) ◽  
pp. 1-10 ◽  
Author(s):  
Daniel W. Keebler ◽  
Paul D. Albertelli Jr. ◽  
Briance Mascarenhas
Keyword(s):  
Climate Change ◽  
Decision Making ◽  
Renewable Energy ◽  
Renewable Energy Sources ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Energy Sources ◽  
Multiple Factors ◽  
Relative Attractiveness ◽  
Decision Making Model

Renewable energy can potentially be a source of competitive advantage, reduce greenhouse gases, and counter climate change. This study utilizes Multi-Criteria Decision Analysis to systematically assess the relative attractiveness of multiple renewable energy forms based on three factors: 1. business (economic), 2. technical (environmental), and 3. social (regulatory). It uncovers the relative attractiveness of various renewable energy forms and suggests strategies for their development for providers and customers. After considering multiple factors, the study found hydro, geothermal, and wind power to be relatively attractive renewable energy sources.

A Multi-Criteria Strategic Decision Making Model to Assess Renewable Energy Forms

2021 ◽  
pp. 263-271
Author(s):  
Daniel W. Keebler ◽  
Paul D. Albertelli Jr. ◽  
Briance Mascarenhas
Keyword(s):  
Climate Change ◽  
Decision Making ◽  
Renewable Energy ◽  
Renewable Energy Sources ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Energy Sources ◽  
Multiple Factors ◽  
Relative Attractiveness ◽  
Decision Making Model

Renewable energy can potentially be a source of competitive advantage, reduce greenhouse gases, and counter climate change. This study utilizes Multi-Criteria Decision Analysis to systematically assess the relative attractiveness of multiple renewable energy forms based on three factors: 1. business (economic), 2. technical (environmental), and 3. social (regulatory). It uncovers the relative attractiveness of various renewable energy forms and suggests strategies for their development for providers and customers. After considering multiple factors, the study found hydro, geothermal, and wind power to be relatively attractive renewable energy sources.

Sleepwalking into Catastrophe: Cognitive Biases and Corporate Climate Change Inertia

2017 ◽  
Vol 59 (3) ◽  
pp. 74-108 ◽  
Author(s):  
Daina Mazutis ◽  
Anna Eckardt
Keyword(s):  
Climate Change ◽  
Decision Making ◽  
Cognitive Biases ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Processes ◽  
Moral Dimensions ◽  
Decision Making Models

Despite the consensus that climate change will have huge consequences not just for the planet but also on corporate operations, businesses continue to fail to adjust their strategic decision-making processes to become more sustainable. One of the silent culprits behind climate change inertia lies in the cognitive biases at play in corporate decision making. This article builds on existing strategic decision-making models to explain how biases prevent managers from accurately identifying the moral dimensions of climate change. It also presents a broad range of practical interventions for how this constraint can be overcome.

scholarly journals Taking the Paris Agreement Forward: Continuous Strategic Decision-making on Climate Action by the Meeting of the Parties

2018 ◽  
Vol 21 (1) ◽  
pp. 124-166
Author(s):  
Petra Minnerop
Keyword(s):  
Climate Change ◽  
Decision Making ◽  
Developed Countries ◽  
Paris Agreement ◽  
Legal Order ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
The European Union ◽  
Climate Action ◽  
The Law

There is a new cloth on the table that provides the setting for global climate action. The 2015 Paris Climate Agreement represents the future legal framework designed to facilitate global efforts to combat climate change in the long-term. This article looks at the fabric of this framework through the lens of the law-making procedure. The lawmaking procedure that brought the Paris Agreement into life and will sustain it, marks a departure from the traditional framework convention-cum-protocol approach and changes it into a ‘framework convention-cum-decisions’ model. While the Kyoto Protocol was prescriptive in setting individual emission targets for developed countries, the Paris Agreement sets forth an evolutionary multilateral treaty and enables Parties to steer collective and individual efforts towards a worldwide temperature goal through continuous, strategic decision-making. The article demonstrates that the Agreement becomes operational only in the context of the decisions that were adopted by the Conference of Parties with the Agreement and in the context of further decisions that need to be adopted by the ‘Conference of Parties serving as the meeting of the Parties to the Paris Agreement’. Many of the skeletal provisions and mechanisms of the Paris Agreement need to be fleshed out and operated through further decisions. New functions and competences conferred on the ‘Conference of Parties serving as the Meeting of the Parties’ change the role that this meeting of the Parties has, making it the driver for the development of the law on combating climate change. This international lawmaking is reinforced through the integration of Parties’ decisions within legal orders of Parties, the European Union legal order will be used as an example of one legal order acting as a transmission belt. The article contends that this strategic decision-making affects the legal certainty of international climate action and contravenes the balance between legislative approval of an international agreement and the prerogative of national governments for strategic decisions.

scholarly journals HR Managers’ Emotions in Strategic Decision-Making Events: Evidence from Croatia

2021 ◽  
Vol 13 (2) ◽  
pp. 845
Author(s):  
Marli Gonan Božac ◽  
Katarina Kostelić
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Strategic Planning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Personal Perspective ◽  
Human Resource Managers ◽  
Organizational Perspective ◽  
Hr Managers ◽  
Experienced Emotion

The inclusion of emotions in the strategic decision-making research is long overdue. This paper deals with the emotions that human resource managers experience when they participate in a strategic problem-solving event or a strategic planning event. We examine the patterns in the intensity of experienced emotions with regard to event appraisal (from a personal perspective and the organization’s perspective), job satisfaction, and coexistence of emotions. The results reveal that enthusiasm is the most intensely experienced emotion for positively appraised strategic decision-making events, while frustration is the most intensely experienced emotion for negatively appraised problem-solving events, as is disappointment for strategic planning. The distinction between a personal and organizational perspective of the event appraisal reveals differences in experienced emotions, and the intensity of experienced anger is the best indicator of the difference in the event appraisals from the personal and organizational perspective. Both events reveal the variety of involved emotions and the coexistence of—not just various emotions, but also emotions of different dominant valence. The findings indicate that a strategic problem-solving event triggers greater emotional turmoil than a strategic planning event. The paper also discusses theoretical and practical implications.

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