scholarly journals Editorial: New challenges and opportunities in strategic decision making

2021 ◽  
Vol 2 (1) ◽  
pp. 4-6
Author(s):  
Mario Situm
Keyword(s):  
Decision Making ◽  
Business Strategy ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Recent Issue ◽  
Challenges And Opportunities ◽  
New Challenges ◽  
Future Work

We are pleased to present the recent issue of the journal “Corporate and Business Strategy Review”. In this issue, current findings from the research are presented, which will support researchers with ideas for future work and provide managers and consultants with resources to support the development of solutions and assistance in decision-making.

scholarly journals Advanced Mathematical Business Strategy Formulation Design

Mathematics ◽  
2020 ◽  
Vol 8 (10) ◽  
pp. 1642
Author(s):  
Song-Kyoo (Amang) Kim
Keyword(s):  
Decision Making ◽  
Theoretical Model ◽  
Analytical Model ◽  
Business Strategy ◽  
Matrix Form ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Choices ◽  
Strategy Formulation

This paper deals with the explicit design of strategy formulations to make the best strategic choices from a conventional matrix form of representing strategic choices. The explicit strategy formulation is an analytical model that is targeted to provide a mathematical strategy framework to find the best moment for strategy shifting to prepare rapid market changes. This theoretical model could be adapted into practically any strategic decision making situation when a strategic formulation is described as a matrix form with quantitative measured decision parameters. Analytically tractable results are obtained by using the fluctuation theory and these results are able to predict the best moments for changing strategies in a matrix form. This research can help strategy decision makers who want to find the optimal moments of shifting present strategies.

Definition and Levels of Strategy

2020 ◽  
pp. 7-10
Author(s):  
Greg Fisher ◽  
John E. Wisneski ◽  
Rene M. Bakker
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Diverse Range ◽  
Sustainable Advantage ◽  
Challenges And Opportunities ◽  
Managerial Level ◽  
Corporate Level ◽  
Selection Of

This chapter defines strategy as a diagnosis that defines or explains a business challenge or opportunity, a decision or set of decisions for dealing with the challenge or opportunity, and a coherent set of actions to deliver on the decisions so as to create sustainable advantage and superior returns over rivals. In this chapter we also distinguish between three key levels of strategy: (1) corporate-level strategy, which is concerned with the selection of business areas in which the company should compete and with the development and coordination of that portfolio of businesses; (2) business-level strategy, which is about developing and sustaining a competitive advantage for a business delivering an identifiable set of products and/or services; (3) managerial-level strategic decision-making, which is concerned with identifying and dealing with a diverse range of immediate strategic challenges and opportunities confronting a business.

Quantitative tool for market sector strategic analysis

2018 ◽  
Vol 25 (6) ◽  
pp. 1706-1728 ◽  
Author(s):  
Rogério dos Santos Morais ◽  
Carlos Roberto Camello Lima
Keyword(s):  
Decision Making ◽  
Business Strategy ◽  
Telecommunications Industry ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Content Type ◽  
Strategic Factor ◽  
Accurate Quantitative Analysis ◽  
Strategic Factors ◽  
A Company

Purpose A competitive business strategy with a greater chance of success depends on an accurate quantitative analysis of business strategic factors prevailing in a company. The purpose of this paper is to conduct the latter to determine the level of competitiveness in a sector. Design/methodology/approach This study develops a tool based on literature classics and tested in the telecommunications industry to determine market segment competitiveness, market attractiveness and the relative ability of companies to generate profits. Findings The proposed tool allows managers to quantify each strategic factor and, thus, identify positive factors leading to a competitive advantage and weaknesses leading to vulnerability, which enables an improvement in daily strategic decision making. Practical implications Implementing the tool can enable managers to both quantify each strategic factor and improve strategic decision making. Originality/value This methodology employed here is novel. As such, this study provides new insights into how to compete in the telecommunications industry and discusses useful implications for academia, new entrepreneurs, buyers and suppliers.

Information System for Strategic Decision Making

2018 ◽  
pp. 397-428
Author(s):  
José Rascão
Keyword(s):  
Decision Making ◽  
Business Strategy ◽  
Information Technologies ◽  
Strategic Decision ◽  
Competitive Environment ◽  
Strategic Decision Making ◽  
Strategy Formulation ◽  
Formulation Analysis ◽  
Process Strategy ◽  
Effective Integration

The business strategy can be seen as a problem that involves three parts: information, strategy, and information technologies and communication. It has to be seen in the context of business sciences, in the process strategy formulation (analysis) and decision making (the strategy), information sciences (objective and subjective information, in supporting the process of formulation of the strategy and strategic decision making), and computer science (the tools of support to the implementation and monitoring of the strategy). Corporations need to define the strategy, translate it into actions, and ensure effective integration between the definition and the action in a competitive environment filled with actual and potential importance of information.

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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