Morfologie van het partijbureau bij de CVP en de BSP in de jaren vijftig

Res Publica ◽  
1999 ◽  
Vol 41 (1) ◽  
pp. 101-119
Author(s):  
Peter Biondi
Keyword(s):  
Decision Making ◽  
Political Party ◽  
Western Europe ◽  
Decision Making Process ◽  
Liberal Party ◽  
Predominant Role ◽  
Coalition Partner ◽  
The Relationship ◽  
Better Than

The party executive is the most important organ within a political party especially in Belgium which is charaterised as one of the strongest particracies in Western Europe.  Focusing on the functioning of the party executive within the CVP (1959-1960) and the BSP (1956-1957) at a moment both parties govern with the Liberal Party as coalition partner, the attendances and interventions within the party executive show a group of approximately fives persons playing a predominant role in the decision making process. In both cases the party president is the most important and powerful person. The almost complete absence of government membres within the party executive of the CVP forms a remarkabledifference to the BSP. The relationship between party and government is quite different in both parties. In the BSP the cooperation and support between party and government is much better than within the CVP.

The Effects of Conflict on Team Decision Making

2011 ◽  
Vol 39 (2) ◽  
pp. 189-198 ◽  
Author(s):  
Long Cheng ◽  
Zhong-Ming Wang ◽  
Wei Zhang
Keyword(s):  
Decision Making ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Decision Making Process ◽  
Team Decision Making ◽  
Team Decision ◽  
Relationship Of ◽  
The Relationship

The aim in this study was to examine the relationship between task and relationship conflict and their effect on team decision-making. A sample of 120 participants, divided into 40 teams, was recruited. We found that the relationship of task and relationship conflict was moderated by the decision-making process and teams performed better when making good use of task conflict, while relationship conflict was reduced.

Consumer decision-making in a retail store: the role of mental imagery and gender difference

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jung-Hwan Kim ◽  
Minjeong Kim ◽  
Jungmin Yoo ◽  
Minjung Park
Keyword(s):  
Decision Making ◽  
Mental Imagery ◽  
Decision Making Process ◽  
Consumer Decision Making ◽  
Consumer Decision ◽  
Content Type ◽  
Perceived Ownership ◽  
Decision Satisfaction ◽  
The Relationship

PurposeThe purpose of the study is to investigate how mental imagery evoked from sensory in-store experience influences consumer anticipatory emotion, perceived ownership and decision satisfaction which eventually impact positive consumer responses such as behavioural intent. In this study, gender difference is proposed as a moderator to completely understand the role of mental imagery in the in-store decision-making process.Design/methodology/approachUsing a market research agency in South Korea, an online survey was employed to collect data. A total of 455 useable respondents (men = 224 and women = 231) largely living in the two most populous provinces in South Korea (i.e. Seoul and Gyeonggi provinces) completed the survey. A number of path analyses were conducted to test hypotheses.FindingsThe results of the study showed that mental imagery evoked from sensory product experience played a critical part in facilitating the consumer decision-making process by influencing anticipatory emotion and perceived ownership. The relationship among anticipatory emotion, perceived ownership, decision satisfaction and behavioural intent was significant except for the relationship between perceived ownership and behavioural intent. This study further indicated that the way mental imagery influences the in-store decision-making process differs between men and women.Originality/valueThe effect of mental imagery in a physical retail context is largely ignored. This study addressed the crucial role of mental imagery in a physical apparel retail setting and examined its impact on consumer decision-making processes. By exploring how to enhance consumers' in-store sensory shopping experiences through mental imagery to influence their positive shopping outcomes, this study offers vital insights into how retailers operating physical stores can successfully utilize their stores.

The role of heuristic-driven biases in entrepreneurial strategic decision-making: evidence from an emerging economy

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maqsood Ahmad ◽  
Syed Zulfiqar Ali Shah ◽  
Yasar Abbass
Keyword(s):  
Decision Making ◽  
Emerging Economy ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Strategic Decisions ◽  
Content Type ◽  
The Relationship

PurposeThis article aims to clarify the mechanism by which heuristic-driven biases influence the entrepreneurial strategic decision-making in an emerging economy.Design/methodology/approachEntrepreneurs' heuristic-driven biases have been measured using a questionnaire, comprising numerous items, including indicators of entrepreneurial strategic decision-making. To examine the relationship between heuristic-driven biases and entrepreneurial strategic decision-making process, a 5-point Likert scale questionnaire has been used to collect data from the sample of 169 entrepreneurs who operate in small- and medium-sized enterprises (SMEs). The collected data were analyzed using SPSS and Amos graphics software. Hypotheses were tested using structural equation modeling (SEM) technique.FindingsThe article provides empirical insights into the relationship between heuristic-driven biases and entrepreneurial strategic decision-making. The results suggest that heuristic-driven biases (anchoring and adjustment, representativeness, availability and overconfidence) have a markedly negative influence on the strategic decisions made by entrepreneurs in emerging markets. It means that heuristic-driven biases can impair the quality of the entrepreneurial strategic decision-making process.Practical implicationsThe article encourages entrepreneurs to avoid relying on cognitive heuristics or their feelings when making strategic decisions. It provides awareness and understanding of heuristic-driven biases in entrepreneurial strategic decisions, which could be very useful for business actors such as entrepreneurs, managers and entire organizations. Understanding regarding the role of heuristic-driven biases in entrepreneurial strategic decisions may help entrepreneurs to improve the quality of their decision-making. They can improve the quality of their decision-making by recognizing their behavioral biases and errors of judgment, to which we are all prone, resulting in a more appropriate selection of entrepreneurial opportunities.Originality/valueThe current study is the first to focus on links between heuristic-driven bias and the entrepreneurial strategic decision-making in Pakistan—an emerging economy. This article enhanced the understanding of the role that heuristic-driven bias plays in the entrepreneurial strategic decisions and more importantly, it went some way toward enhancing understanding of behavioral aspects and their influence on entrepreneurial strategic decision-making in an emerging market. It also adds to the literature in the area of entrepreneurial management specifically the role of heuristics in entrepreneurial strategic decision-making; this field is in its initial stage, even in developed countries, while, in developing countries, little work has been done.

An Empirical Study of E-Participation Levels in Jordan

2016 ◽  
Vol 7 (1) ◽  
pp. 63-79 ◽  
Author(s):  
Emad Abu-Shanab ◽  
Raya Al-Dalou'
Keyword(s):  
Decision Making ◽  
Empirical Study ◽  
The Political ◽  
Decision Making Process ◽  
The Core ◽  
Political Dimensions ◽  
The Relationship

The relationship between citizens and governments is the core of e-government. E-participation is one of the political dimensions of e-government which focuses on informing, consulting, involving, collaborating, and empowering citizens to take part of the decision making process. This study adopted a framework for the five levels of e-participation and tried to test such model empirically using 400 responses from Jordanians. The study tried to measure Jordanian perceptions towards e-participation initiatives and practices in Jordan, and to measure the achievements on each level as perceived and reported by subjects. Results indicated that the highest perceived level was e-involving, and the lowest was e-consulting. Also, the CFA results indicated a distorted distribution of items between the major levels. Results of other issues explored are discussed further in this study.

Decisions for Empire: Revisiting the 1882 Occupation of Egypt*

2020 ◽  
Vol 135 (572) ◽  
pp. 94-126
Author(s):  
William Mulligan
Keyword(s):  
Nineteenth Century ◽  
Decision Making ◽  
Public Opinion ◽  
Late Nineteenth Century ◽  
Decision Making Process ◽  
Liberal Party ◽  
International Support ◽  
Imperial History ◽  
The Press ◽  
Late Nineteenth

Abstract The decision of Gladstone’s government to invade and occupy Egypt in 1882 remains one of the most contentious in late nineteenth-century British political and imperial history. This article examines the decision-making process in June and July 1882, revisiting Robinson and Gallagher’s influential study in the light of more recent historiographical research and previously unused sources. It looks at who made the critical decisions, what their preoccupations were, and how they were able to get Cabinet approval. Hartington and Northbrook were the two key figures, who co-operated to overturn Gladstone’s and Granville’s policy in June 1882. Yet their co-operation was momentary and they found themselves on different sides of the argument over the participation of Indian forces and international support. Although they shared a sense of Egypt’s importance to British imperial security, they each had a distinctive approach, so that the decision to occupy cannot be reduced to a conflict between Whig pragmatists and Radical idealists. The article also shows how the Alexandria riot on 11 June altered the context of decision-making by shifting the mood in the parliamentary Liberal party towards intervention. Parliament, not the press, was the crucial site of ‘public opinion’ in the Egyptian crisis in June and July 1882.

Strategic decision-making

2018 ◽  
Vol 41 (1) ◽  
pp. 2-28 ◽  
Author(s):  
Satyanarayana Parayitam ◽  
Chris Papenhausen
Keyword(s):  
Decision Making ◽  
Conflict Management ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Content Type ◽  
Decision Outcomes ◽  
Seeking Behavior ◽  
The Relationship

Purpose This paper aims to investigate the effect of cooperative conflict management on agreement-seeking behavior, agreement-seeking behavior on decision outcomes, moderating role of competence-based trust on the relationship between agreement-seeking behavior and decision outcomes, and mediating role of agreement-seeking behavior between cooperative conflict management and decision outcomes. Design/methodology/approach Using a structured survey instrument, this paper gathered data from 348 students enrolled in a strategic management capstone course that features strategic decision-making in a simulated business strategy game. The data from 94 teams were collected from the student population using a carefully administered instrument. The data were aggregated after running the inter-rater agreement test and the analyzed to test the hypotheses. Findings The results from the hierarchical regression of the complex moderated mediation model reveal that cooperative conflict management is positively related to agreement-seeking behavior, and agreement-seeking behavior mediates the relationship between cooperative conflict management and decision outcomes. The results also suggest that competence-based trust acts as a moderator in the relationship between agreement-seeking behavior and decision quality; agreement-seeking behavior and team effectiveness, and agreement-seeking behavior and decision commitment. Results also support mediation of agreement-seeking behavior between cooperative conflict management and decision outcomes. Research limitations/implications The present research is based on self-report measures, and hence, the limitations of social desirability bias and common method bias are inherent. However, adequate care is taken to minimize these limitations. The research has implications for the strategic decision-making process literature. Practical implications In addition to the strategic management literature, this study contributes to practicing managers. The study suggests that competence-based trust plays a vital role in decision effectiveness. Administrators need to select the members in the decision-making process who have competence-based trust on one another and engage in agreement-seeking behavior. Social implications The findings from the study help in creating a fruitful social environment in organizations. Originality/value This study provides new insights about the previously unknown effects of cooperative conflict management and agreement-seeking behavior in strategic decision-making process.

Evidence on rationality and behavioural biases in investment decision making

2016 ◽  
Vol 8 (4) ◽  
pp. 270-287 ◽  
Author(s):  
Satish Kumar ◽  
Nisha Goyal
Keyword(s):  
Decision Making ◽  
Path Model ◽  
Decision Making Process ◽  
Individual Investors ◽  
Significant Implication ◽  
Rational Decision ◽  
Content Type ◽  
Rational Decision Making ◽  
Significant Difference ◽  
The Relationship

Purpose The purpose of this paper is to investigate the relationship between rational decision-making and behavioural biases among individual investors in India, as well as to examine the influence of demographic variables on rational decision-making process and how those differences manifest themselves in the form of behavioural biases. Design/methodology/approach Using a structured questionnaire, a total of 386 valid responses have been collected from May to October 2015. Statistical techniques like t-test, analysis of variance (ANOVA) and Fisher’s least significant difference (LSD) test have been used in this study. Structural equation modelling (SEM) has been used to analyse the relationship between rational decision-making and behavioural biases. Findings The findings show that the structural path model closely fits the sample data, indicating investors follow a rational decision-making process while investing. However, behavioural biases also arise in different stages of the decision-making process. It further explores that gender and income have a significant difference with respect to rational decision-making process. Male investors are more prone to overconfidence and herding bias in India. Research limitations/implications The findings of the study have significant implication for the individual investors. It is recommended that if individuals are aware about the biases, they may become alert before taking irrational investment decisions. Originality/value To best of the authors’ knowledge, the present study is a first of its kind to investigate the relationship between rational decision-making and behavioural biases among individual investors in India.

Decision Logic Tables: A New Approach for Administrators in Making, Documenting and Communicating Their Decisions

1978 ◽  
Vol 6 (3) ◽  
pp. 251-260
Author(s):  
Roger Crane
Keyword(s):  
Decision Making ◽  
Decision Making Process ◽  
New Approach ◽  
Antecedent Conditions ◽  
Educational Administrators ◽  
Limited Entry ◽  
Decision Logic ◽  
Efficient Alternative ◽  
Decision Tables ◽  
The Relationship

A description of the characteristics of decision tables—guidelines and examples—are offered to educational administrators as an efficient alternative to linear prose and flowchart formats. Described are three types of decision tables: limited entry, extended entry and mixed entry tables. Completeness checks and rule compression are also explained. Decision tables provide an excellent means of describing the relationship between antecedent conditions and innovative actions. When properly utilized, decision tables can bring clarity, accuracy and analysis to the decision making process.

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