scholarly journals Introducing Sustainability in Value Models to Support Design Decision Making: A Systematic Review

2017 ◽  
Author(s):  
Marco Bertoni
Keyword(s):  
Decision Making ◽  
Customer Value ◽  
Design Decision ◽  
Strategic Decisions ◽  
Managerial Decision ◽  
Support Design ◽  
A Value ◽  
Operational Level ◽  
Sustainability Research ◽  
Operational Activities

Manufacturing organizations shall recognize sustainability as a business occasion to capitalize on, rather than an undesirable pressing situation. Still, empirical evidence shows that this opportunity is hard to capture and communicate in global strategic decisions, through planning by tactical management, to daily operational activities. This paper systematically reviews the modeling challenges at the crossroad of value and sustainability decisions making, spotlighting methods and tools proposed in literature to link sustainability to customer value creation at strategic, tactical and operational level. While statistical results show that the topic of sustainability and value modeling is trending in literature, findings from content analysis reveal that recent attempts to promote a value-based view in the sustainability discussion remain at a strategic level, with most of the proposed indicators being suited for managerial decision-making. The lack of support at operational level points to the opportunity of cross-pollinating sustainability research with value-centered methodologies originating from the aerospace sector. The Value Driven Design framework is proposed as main hub from which to derive models supporting engineers and technology developers in the identification of win-win-win situations, where sustainable improvements are aligned with business advantages.

scholarly journals Introducing Sustainability in Value Models to Support Design Decision Making: A Systematic Review

2017 ◽  
Author(s):  
Marco Bertoni
Keyword(s):  
Decision Making ◽  
Customer Value ◽  
Design Decision ◽  
Strategic Decisions ◽  
Managerial Decision ◽  
Support Design ◽  
A Value ◽  
Operational Level ◽  
Sustainability Research ◽  
Operational Activities

Manufacturing organizations shall recognize sustainability as a business occasion to capitalize on, rather than an undesirable pressing situation. Still, empirical evidence shows that this opportunity is hard to capture and communicate in global strategic decisions, through planning by tactical management, to daily operational activities. This paper systematically reviews the modelling challenges at the cross-road of value and sustainability decisions making, spotlighting methods and tools proposed in literature to link sustainability to customer value creation at strategic, tactical and operational level. While statistical results show that the topic of sustainability and value modeling is trending in literature, findings from content analysis reveal that recent attempts to promote a value-based view in the sustainability discussion remain at a strategic level, with most of the proposed indicators being suited for managerial decision-making. The lack of support at operational level points to the opportunity of cross-pollinating sustainability research with value-centered methodologies originating from the aerospace sector. The Value Driven Design framework is proposed as main hub from which to derive models supporting engineers and technology developers in the identification of win-win-win situations, where sustainable improvements are aligned with business advantages.

scholarly journals Introducing Sustainability in Value Models to Support Design Decision Making: A Systematic Review

2017 ◽  
Author(s):  
Marco Bertoni
Keyword(s):  
Decision Making ◽  
Customer Value ◽  
Design Decision ◽  
Strategic Decisions ◽  
Managerial Decision ◽  
Support Design ◽  
A Value ◽  
Operational Level ◽  
Sustainability Research ◽  
Operational Activities

Manufacturing organizations shall recognize sustainability as a business occasion to capitalize on, rather than an undesirable pressing situation. Still, empirical evidence shows that this opportunity is hard to capture and communicate in global strategic decisions, through planning by tactical management, to daily operational activities. This paper systematically reviews the modelling challenges at the cross-road of value and sustainability decisions making, spotlighting methods and tools proposed in literature to link sustainability to customer value creation at strategic, tactical and operational level. While statistical results show that the topic of sustainability and value modeling is trending in literature, findings from content analysis reveal that recent attempts to promote a value-based view in the sustainability discussion remain at a strategic level, with most of the proposed indicators being suited for managerial decision-making. The lack of support at operational level points to the opportunity of cross-pollinating sustainability research with value-centered methodologies originating from the aerospace sector. The Value Driven Design framework is proposed as main hub from which to derive models supporting engineers and technology developers in the identification of win-win-win situations, where sustainable improvements are aligned with business advantages.

scholarly journals Front End Projects Benefits Realisation from a Requirements Management Perspective—A Systematic Literature Review

Buildings ◽  
2020 ◽  
Vol 10 (5) ◽  
pp. 83
Author(s):  
Joas Serugga ◽  
Mike Kagioglou ◽  
Patricia Tzortzopoulos
Keyword(s):  
Decision Making ◽  
Management Practice ◽  
Integrated Design ◽  
Current Evidence ◽  
Design Decision ◽  
Requirements Management ◽  
Support Design ◽  
Front End ◽  
Improved Performance ◽  
New Research

The recent notable emergence of a body of research in requirements management on one hand and benefits realisation has contributed to addressing a growing need for improved performance in Architecture, Engineering and Construction (AEC) projects. However, front end design (FED) as one of the vital processes in the project life cycle and delivery has attracted limited research to date within this understanding. This paper aims to map current evidence on requirements management in facilitating benefits realisation from an FED perspective. This is to bring about an updated and unified position on requirements management for its impact on design decision making. A systematic review of the literature covering the last ten years (2008–2018) aims first to build understanding and support identification of these emergent conceptual positions and secondly underscore essential requirements and their categorisations that impact on design discourse in FED. One hundred sixty-one peer-reviewed journal papers in the areas of benefits realisation and/or requirements management and/or FED based are identified on a pre-determined inclusion and exclusion criteria. Thirty-six requirements are identified as important in influencing use case changes important in design decision making broadly grouped into nine major categories. Following analysis, this research finds little evidence supporting an integrated requirements management practice and understanding to support design decision making. The research further finds bias in current research discourse towards four requirements categories (technical, economics, governance and environment); and 14 requirements, dominated by three strategic values, collaboration and project governance, with over 80% share of literature. The least 14 requirements such as “flow of spaces, social status/aspiration, mobility and integrated design” among others only account for less than 10% of literature. The authors argue for new research to bridge this gap, highlight the essential role of requirements management and broaden understanding to improve benefits realisation, particularly for FED processes.

Complexity and Control

2018 ◽  
pp. 97-129
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Traditional Approach ◽  
Strategic Decisions ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Strategic Objectives ◽  
Planning Cycle ◽  
And Control ◽  
Selection Of

The aim of this chapter is to illustrate forecasting, planning, and budgeting as managerial activities involving decisions on a deliberate set of future actions aimed at pursuing strategic objectives. The chapter starts by emphasizing the importance of complexity in managerial decision-making and its implications on predicting future. The discussion then moves to forecasting, highlighting forecasting process, main methods, goals, and the selection of the techniques. Next, the chapter focuses on planning, depicting the traditional approach to strategic planning cycle, its role in firms, main limitations, and alternative frameworks developed to support strategic decisions under uncertainty. Finally, budgeting is considered, describing the steps involved in the preparation of the master budget, main criticisms, and discussing the use of budgets in uncertain contexts.

Unfolding critical events and strategic decisions: the role of spatial and temporal cognition

2016 ◽  
Vol 54 (7) ◽  
pp. 1813-1842 ◽  
Author(s):  
Sajjad Haider ◽  
Francesca Mariotti
Keyword(s):  
Decision Making ◽  
Strategic Decisions ◽  
Critical Events ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Content Type ◽  
Dominant Logic ◽  
Secondary Sources ◽  
Temporal Cognition ◽  
Knowledge Strategy

Purpose – The purpose of this paper is to examine strategic decisions surrounding critical events to show how the decision-making processes evolve and how the dominant logic changes vis-à-vis those decisions. Further, this study explores the processes of managerial decision making focusing on spatial and temporal cognition dimensions. Design/methodology/approach – The methodology adopted in this study is a case study using the retrospective processual analysis approach. Data were collected using both primary and secondary sources. In all, 40 years of secondary data on key critical events and decision making were collected using a range of secondary sources. Those events were further examined using 49 in-depth semi structured interviews. Findings – The findings of this study explain the relationship between operant conditions, strategic actions and outcomes of strategic decisions by highlighting the significance of knowledge strategy, strategic agility and intentionality in shaping and reshaping managers’ dominant logic. Further, the authors show that the dominant coalition, among other factors, plays an important role in building decision-making capacity and in the formation and transformation of an existing dominant logic. Research limitations/implications – The study identified a number of limitations. First, the issue of generalization as the data were collected from only two case study companies. Second, in some cases respondents were asked to respond to research questions using “memory of the events” which took place a long time ago, hence the issue of credibility. Further, sometimes respondents reported information collected through hearsay. To overcome the limitations of this research, the authors made all efforts to ensure that the data collected were reliable and credible such as by using diverse data sources, confirmation of events at multiple level and personal observations. Practical implications – The study identifies and explains a number of factors which influence decision making. The authors also present the revised dominant logic model which can act as a tool in managerial decision making. Originality/value – The paper shows how managerial decision making changes knowledge strategy, which in turn leads to changes in existing dominant logic or the creation of a new dominant logic, hence looking at the issues of decision making using an evolutionary perspective. Second, the paper empirically tests and explains the relationship between intentionality, actions and organizational outcomes using spatial and temporal learning. Finally, the use of the longitudinal retrospective processual analysis and events analysis, is a novel way of understanding a particular phenomenon.

THE SCALARIZATION OF VECTOR INDICATORS IN MAPPING PROBLEMS IN THE FIELD OF FINANCIAL MONITORING

2020 ◽  
pp. 34-43
Author(s):  
Yu. M. Beketnova
Keyword(s):  
Decision Making ◽  
Methodological Approach ◽  
Securities Market ◽  
Strategic Decisions ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
State Data ◽  
The Subject ◽  
Business Entities ◽  
Financial Monitoring

The paper presents results of mapping and visualization of financial monitoring data. Measures of deviant activity of financial monitoring objects for the purpose of mapping have been received. The proposed solution can serve as a powerful tool to support the adoption of strategic decisions and macro analysis of the situation in the field of financial monitoring. The approaches proposed in the article to the processing of state data make it possible to implement a new methodological approach to information and analytical support for managerial decision-making in assessing the situation in the field of financial monitoring. The subject of financial monitoring was simulated and the mathematical and methodological tools were selected to solve the problem of mapping deviant economic entities, the simulation result is an infographic of the geographical component of laundering criminal proceeds. To map information about financial monitoring objects, it is necessary to rank them. However, the objects of financial monitoring – business entities, professional participants in the securities market – are described by sets of characteristics, i.e. essentially are objects of vector nature. In mathematics, the ordinal relations for vectors, as is known, are not defined.

scholarly journals Strategic decision-making and corporate performance of pension fund administrators in Nigeria

2020 ◽  
Vol 3 (2) ◽  
pp. 42-63
Author(s):  
Elijah Osianor ◽  
◽  
Lateef Fijabi ◽  
Keyword(s):  
Decision Making ◽  
Pension Fund ◽  
Strategic Decision ◽  
Primary Data ◽  
Strategic Decisions ◽  
Chi Square ◽  
Strategic Objectives ◽  
Analytical Technique ◽  
Strategic Objective ◽  
Operational Activities

This study examined the effect of decision making and execution on the operational activities of Pension Fund Administrators in Nigeria. The study employed a survey research design with a population of 10 Pension Fund Administrators in Nigeria. Primary data employed for the study were analysed using the Chi-square analytical technique. The s Research results show that managers take account of organization’s strategic objectives which translate to good performance when making a decision. The study therefore recommends that strategic decisions should be well taken by managers to be able to deliver on the strategic objectives of the organizations they represent. Keywords: Decision-Making, Organizations, Performance, Strategic-Objective, PFAs

The upside of collective board values in decision-making

2018 ◽  
Vol 34 (7) ◽  
pp. 20-22
Keyword(s):  
Decision Making ◽  
Design Methodology ◽  
Reading Time ◽  
Strategic Decisions ◽  
Content Type ◽  
A Value ◽  
Challenges And Opportunities ◽  
Financial Interests ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on how boards can agree collective values that guide their strategic decisions, in a way that balances financial interests with the wellbeing and development of their people. Having a value-led strategy underpinning each response to challenges and opportunities creates welcome transparency in an organization. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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