scholarly journals Integrating Analytical Techniques with Business Strategic Decision-Making

Ekonomika ◽  
2004 ◽  
Vol 66 ◽  
Author(s):  
Marija Kučinskienė ◽  
Gražina Jatuliavičienė
Keyword(s):  
Decision Making ◽  
Dairy Product ◽  
Analytical Techniques ◽  
Strategic Thinking ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Transitional Countries ◽  
Strategic Position ◽  
The Impact

The paper offers a discussion about the impact of strategic position on strategic decision-making. Many transitional countries are solving the problem of criteria, their selection and evaluation for a successful competition in the global environment. The theoretical aspects of the application of analytical techniques in strategic decision-making and the ways how strategic decisions, based on these techniques, should be made by Lithuanian dairy product producers are discussed. The analysis shows that adaptability is the essential characteristic of decision making for the future of an enterprise, and up-ta-date techniques should be included into strategic thinking.

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.

Strategic Thinking

2021 ◽  
pp. 1857-1875
Author(s):  
César Camisón
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Analytical Model ◽  
Value Added ◽  
Strategic Thinking ◽  
Management Team ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Complex Nature ◽  
Strategic Decisions

This study attempts to address the present concern on the value added by strategic planning to orientate the adoption of strategic decisions by top management team, and how to overcome it with a strategic thinking. Since learning to think strategically can be understood as equivalent to learning to make strategic decisions, the first step is to define what strategic decisions are and what are the drivers that shape them. This chapter revises the different paradigms have been applied to the analysis of the complex nature of strategic decisions and the factors that influence them). The review of these explanatory frameworks for the strategic decision-making process starts with the rational-analytical model of strategy, based on strategic planning, before then reviewing and criticizing it from the perspective of the adaptive, satisficing, cultural, political and visionary strategic approaches. Third, the authors attempt to provide a well-founded explanation of what strategic thinking is and what skills are required of people who want to develop powerful strategic thinking.

Strategic Issues Management in the Commuter Airlines Industry

1984 ◽  
Vol 8 (3) ◽  
pp. 17-30
Author(s):  
Lawrence F. Cunningham ◽  
John E. Young ◽  
Wallace R. Wood
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Issues Management ◽  
Strategic Decisions ◽  
Strategic Issues ◽  
Perceived Importance ◽  
Strategic Position ◽  
Airline Performance ◽  
Deterministic Effect

In this article, the authors define current strategic issues in the commuter airlines industry. They demonstrate how strategic issues can present vulnerabilities to individual airlines, depending upon the airline's strategic position. External strategic issues are shown to create major strategic decisions for top-level airline executives which in turn can have a deterministic effect on airline performance. Surveys were administered to determine the perceived importance of strategic decisions facing commuter airline executives. Some characteristics of strategic decision-making and planning among commuter airlines were discovered. Suggestions for improving strategic decision-making and planning for commuter airlines were presented.

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.

Mimoprávní vlivy na rozhodování českého Ústavního soudu

2021 ◽  
Author(s):  
Hubert Smekal ◽  
Jaroslav Benák ◽  
Monika Hanych ◽  
Ladislav Vyhnánek ◽  
Štěpán Janků
Keyword(s):  
Decision Making ◽  
Public Opinion ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Constitutional Court ◽  
Judicial Decision ◽  
Judicial Decision Making ◽  
The Media ◽  
Book Studies ◽  
The Impact

The book studies other than purely legal factors that influence the Czech Constitutional Court judges in their decision-making. The publication is inspired by foreign models of judicial decision-making and discusses their applicability in the Czech environment. More specifically, it focuses, for example, on the influence of the judge’s personality, collegiality, strategic decision-making or the impact of public opinion and the media. The book is based mainly on interviews with current constitutional judges.

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

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.

People, Not Polar Bears

2016 ◽  
Author(s):  
Amanda J. Baugh
Keyword(s):  
Decision Making ◽  
Racial Diversity ◽  
Environmental Movement ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Polar Bears ◽  
Environmental Groups ◽  
Strategic Decisions

Chapter 1 describes Faith in Place’s origins and development within the context of the American environmental movement and with attention to strategic decisions its leaders made to help their organization survive and ultimately flourish. Although Faith in Place originated with priorities, activities, and participants that were quite similar to numerous other environmental groups, Faith in Place’s first ten years involved a series of strategic decisions in which leaders developed measures to differentiate their work from mainstream environmentalism. Strategic decision-making led to a coalition distinct for its racial diversity.

Critical Systems Perspective of Strategic Decision Making

2020 ◽  
pp. 55-80
Author(s):  
Jelena Nikolić ◽  
Dejana Zlatanović
Keyword(s):  
Decision Making ◽  
Systems Thinking ◽  
Critical Systems Thinking ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Critical Systems ◽  
Strategic Decisions ◽  
Systems Methodology ◽  
Soft Systems ◽  
Factors Affecting

Growing complexity and diversity of strategic decisions indicate the need for applying the appropriate holistic tools in strategic decision making. Thus, the chapter deals with the process of strategic decision making from the viewpoint of critical systems thinking, with emphasis on the role of values and context in strategic decision making. The main purpose is to show how systems thinking generally and critical systems thinking particularly can help decision makers involve different perceptions and values in the process of strategic decision making, as well as take into account context in which the strategic decisions are made. Considering the key internal and external factors affecting strategic decision making, the authors have selected three systems methodologies stemming from different paradigms: soft systems methodology as interpretive, team syntegrity as emancipatory, and organizational cybernetics as functionalist systems methodology. The way in which they can be combined, aimed at improving effectiveness of strategic decision making, has been presented.

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