scholarly journals Modern approaches in strategic decision-making by the management in agriculture-oriented enterprises

2012 ◽  
Vol 49 (No. 5) ◽  
pp. 225-228
Author(s):  
E. Svoboda
Keyword(s):  
Decision Making ◽  
Information Technologies ◽  
Strategic Decision ◽  
Business Strategies ◽  
Strategic Decision Making ◽  
New Information ◽  
Decision Making Processes

The goal of the contribution is to publish the results of the research EP 12/2001–2003 (Brno, 2001–2002) and of the research intention GA MSM 4300007 (Brno, 2000–2001) aiming at application of modern approaches and solving methods of decision-making processes with the utilization of the PC network and new information technologies, and namely in connection with the application of the results of the research EP 7260 (Brno, 1998–2000) defining the method and algorithm of formation, implementation and changes of business strategies. It results from the analysis performed that business subjects managed in a modern way cannot get along without a well elaborated process of strategic decision-making and the said processes are getting more and more significant owing to the growing turbulent management environment and to the need to respond to these changes by the company management.

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

Proceedings ◽  
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.

Strategic decision-making processes in internationalization: Does national culture of the focal firm matter?

2011 ◽  
Vol 46 (2) ◽  
pp. 194-204 ◽  
Author(s):  
Pavlos Dimitratos ◽  
Andreas Petrou ◽  
Emmanuella Plakoyiannaki ◽  
Jeffrey E. Johnson
Keyword(s):  
Decision Making ◽  
National Culture ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Focal Firm ◽  
Decision Making Processes

Seeking input when the train has left the station: The decoupling of participative strategic decision-making processes and the role of new technology in symbolic management

2021 ◽  
pp. 147612702110468
Author(s):  
James D Westphal ◽  
David H Zhu ◽  
Rajyalakshmi Kunapuli
Keyword(s):  
Decision Making ◽  
New Technology ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Option ◽  
Symbolic Management ◽  
Longitudinal Survey Data ◽  
Decision Making Processes ◽  
Executive Suite

We examine the symbolic management of participative strategic decision-making programs that purportedly use crowdsourcing technology to solicit strategic input below the executive suite, but are often decoupled from actual strategic decision making. Specifically, top management may decide on a strategic option before soliciting input under the program. The first portion of our theoretical framework explains why disclosure of a participative strategic decision making program in communicating with security analysts is associated with more positive analyst appraisals, despite decoupling, and why the benefits of disclosure are amplified to the extent that leaders highlight the use of crowdsourcing technology in the program. The second portion of our framework addresses the antecedents of symbolic adoption. We suggest that firms are more likely to adopt and decouple a program when the CEO has a personal friendship tie to the CEO of another firm that has adopted and decoupled, especially following relatively negative analyst appraisals. Analysis of a unique dataset that includes longitudinal survey data from executives supported our predictions.

Examining the Implications of Process and Choice for Strategic Decision Making Effectiveness

2013 ◽  
pp. 344-359
Author(s):  
Paul L. Drnevich ◽  
Thomas H. Brush ◽  
Alok Chaturvedi
Keyword(s):  
Decision Making ◽  
Academic Research ◽  
Decision Processes ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Political Decision ◽  
Agent Based ◽  
Response Choice ◽  
Decision Making Processes ◽  
Using Data

Most strategic decision-making (SDM) approaches advocate the importance of decision-making processes and response choices for obtaining effective outcomes. Modern decision-making support system (DMSS) technology is often also needed for complex SDM, with recent research calling for more integrative DMSS approaches. However, scholars tend to take disintegrated approaches and disagree on whether rational or political decision-making processes result in more effective decision outcomes. In this study, the authors examine these issues by first exploring some of the competing theoretical arguments for the process-choice-effectiveness relationship, and then test these relationships empirically using data from a crisis response training exercise using an intelligent agent-based DMSS. In contrast to prior research, findings indicate that rational decision processes are not effective in crisis contexts, and that political decision processes may negatively influence both response choice and decision effectiveness. These results offer empirical evidence to confirm prior unsupported arguments that response choice is an important mediating factor between the decision-making process and its effectiveness. The authors conclude with a discussion of the implications of these findings and the application of agent-based simulation DMSS technologies for academic research and practice.

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