scholarly journals Strategic Decision-Making In the Emerging Field Of E-commerce

2011 ◽  
Vol 14 (2) ◽  
Author(s):  
Rodney Oudan
Keyword(s):  
Decision Making ◽  
Electronic Commerce ◽  
Value Chain ◽  
Theoretical Background ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Value Chains ◽  
Competitive Strategies ◽  
Knowledge Based ◽  
Doing Business

Electronic commerce is changing the traditional way of doing business and furthermore the growth of the Internet is creating new opportunities for business.  This paper discusses how the nature of electronic commerce affects strategic decision-making. First, some features of electronic commerce are identified that distinguish it from traditional business - new markets and knowledge-based competition.  This is followed by a review of literature on the theoretical background of e-commerce an academic consideration on what are e-commerce strategies.  This paper then introduces some of the most common strategic tools used in decision –making, concepts for creating competitive advantage and value chains. Porter’s Value Chain Theory, Five Forces Model is examined in the emerging world of e-commerce, as well as generic competitive strategies.

Exploring Qualitative Differences in Knowledge Sources

2011 ◽  
pp. 286-310
Author(s):  
Carina Antonia Hallin ◽  
Torvald Øgaard ◽  
Einar Marnburg
Keyword(s):  
Decision Making ◽  
Cognitive Theory ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Frontline Employees ◽  
Domain Specific ◽  
Knowledge Based ◽  
Domain Specific Knowledge ◽  
Employee Groups ◽  
Service Businesses

Focusing on knowledge management (KM) and strategic decision making in service businesses through the constructs of strategic capital and knowledge sharing, the study investigates qualitative differences in domain-specific knowledge of frontline employees and executives. The study draws on cognitive theory and investigates the extend to which the knowledge of these subject groups is correct with respect to incorporating intuitive judgments by various employee groups into forecasting and following strategic decision making. The authors carried out this investigation through an exploratory study of the subject groups’ confidence and accuracy (CA) performance in a constructed knowledge-based forecasting setting. The groups’ intuitive judgmental performances were examined when predicting uncertain business and industry-related outcomes. The authors surveyed 39 executives and 38 frontline employees in 12 hotels. The analysis is based on a between-participants design. The results from this setting do not fully confirm findings in earlier CA studies. Their results indicate that there are no significant differences in the accuracy of executives (as experts) and frontline employees (as novices). Although executives demonstrate overconfidence in their judgments and frontline employees demonstrate underconfidence, in line with earlier CA theory of experts and novices, the differences we find are not significant. Similarly, the CA calibration performance difference between the two groups is not significant. They suggest, among other reasons, that our findings differ from earlier CA studies because of organizational politics and culture by power distance, social capital, misuse of knowledge and the size of the business.

Exploring Qualitative Differences in Knowledge Sources

2009 ◽  
Vol 5 (4) ◽  
pp. 1-25 ◽  
Author(s):  
Carina Antonia Hallin ◽  
Torvald Øgaard ◽  
Einar Marnburg
Keyword(s):  
Decision Making ◽  
Cognitive Theory ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Frontline Employees ◽  
Domain Specific ◽  
Knowledge Based ◽  
Domain Specific Knowledge ◽  
Employee Groups ◽  
Service Businesses

Focusing on knowledge management (KM) and strategic decision making in service businesses through the constructs of strategic capital and knowledge sharing, the study investigates qualitative differences in domain-specific knowledge of frontline employees and executives. The study draws on cognitive theory and investigates the extent to which the knowledge of these subject groups is correct with respect to incorporating intuitive judgments by various employee groups into forecasting and following strategic decision making. The authors carried out this investigation through an exploratory study of the subject groups’ confidence and accuracy (CA) performance in a constructed knowledge-based forecasting setting. The groups’ intuitive judgmental performances were examined when predicting uncertain business and industry-related outcomes. The authors surveyed 39 executives and 38 frontline employees in 12 hotels. The analysis is based on a between-participants design. The results from this setting do not fully confirm findings in earlier CA studies. Their results indicate that there are no significant differences in the accuracy of executives (as experts) and frontline employees (as novices). Although executives demonstrate overconfidence in their judgments and frontline employees demonstrate under confidence, in line with earlier CA theory of experts and novices, the differences we find are not significant. Similarly, the CA calibration performance difference between the two groups is not significant. They suggest, among other reasons, that our findings differ from earlier CA studies because of organizational politics and culture by power distance, social capital, misuse of knowledge and the size of the business.

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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