scholarly journals Propuesta de arquitectura empresarial para el grupo de perforación de Ecopetrol usando el marco de referencia TOGAF

2021 ◽  
Vol 17 (33) ◽  
pp. 22-33
Author(s):  
Javier Eduardo Gelvis-Vega ◽  
Sebastián Roa-Prada ◽  
Claudia Isabel Cáceres-Becerra ◽  
Hernán Darío Mantilla-Hernandez
Keyword(s):  
Decision Making ◽  
Information Flow ◽  
Research Group ◽  
Enterprise Architecture ◽  
Strategic Decision ◽  
It Management ◽  
Strategic Decision Making ◽  
Toma De Decisiones ◽  
Corporate Goals ◽  
Support Software

La arquitectura empresarial permite armonizar los componentes tecnológicos de una organización definiendo un norte acorde con los objetivos y estrategias corporativas. En el grupo de geomecánica del ICP se quiere contar con elementos que sean de apoyo para generar desarrollos de herramientas software que permitan monitorear la perforación de pozos petroleros en tiempo real. Este trabajo presenta un marco conceptual de arquitectura empresarial enfocado en la optimización del flujo de información para apoyar la toma de decisiones estratégicas, generando una hoja de ruta de desarrollo de herramientas software que faciliten la gestión de información para el grupo de geomecánica del ICP. En el diseño de la arquitectura empresarial se trabajó en las seis primeras fases de la metodología ADM que proporciona TOGAF. Enterprise architecture allows to harmonize a company’s technological components by defining a north star accord-ing to corporate goals and strategies.  Ecopetrol-ICP’s geomechanics group needs to have elements to support software development for real time drilling monitoring. This work presents a conceptual framework for enterprise architecture focused on the optimization of information flow to support strategic decision-making by creating a soft-ware development roadmap to ease IT management for ICP’s geomechanics research group. In the Enterprise Architecture design with TOGAF the first six phases of the ADM cycle were implemented. 

scholarly journals Building Corporate Identity in the Economic Crisis Time

2012 ◽  
Vol 5 (20) ◽  
pp. 640-652
Author(s):  
Lenka Šimorová ◽  
Vladimíra Repašová
Keyword(s):  
Decision Making ◽  
Financial Crisis ◽  
Economic Crisis ◽  
Corporate Identity ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Corporate Strategies ◽  
Long Time ◽  
Decision Making Processes ◽  
Corporate Goals

Abstract Corporate Identity (CI) represents a strategic tool how to audit corporate strategies, goals and other important aspects of the day-to-day corporate processes as well as long-time actions. Financial crisis is exactly the time when all corporations and companies are passing the evaluation and strategic decision-making processes concerning the corporate goals. Some of the corporation just answer on the impulses from the environment and react and some of them are proactive companies that thanks to the clear corporate self-understanding can still be successful.

scholarly journals Características que influyen al error humano en la toma de decisiones estratégicas de los niveles directivos en la Industria Siderúrgica Mexicana (Characteristics that influence human error in the strategic decision-making at the top levels of the Mexican steel industry)

2018 ◽  
Vol 14 (28) ◽  
Author(s):  
Fernando Monroy Guajardo ◽  
Joel Mendoza Gómez
Keyword(s):  
Decision Making ◽  
Steel Industry ◽  
Exploratory Study ◽  
Cognitive Complexity ◽  
Human Error ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Top Executives ◽  
Toma De Decisiones

La toma de decisiones estratégicas es fundamental en las empresas para mantener sus ventajas competitivas y así asegurar su permanencia en el futuro. El propósito del presente trabajo fue identificar los factores del error humano en la toma de decisiones estratégicas en los niveles directivos de la industria siderúrgica mexicana que inciden en los sesgos de dicho proceso. Dentro de los factores, se determinaron entre otros la emocionalidad, la complejidad cognitiva, el tiempo y el contexto. Durante la primera fase de esta investigación se llevó a cabo un estudio exploratorio cualitativo a 11 ejecutivos de primer nivel dentro de la industria acerera, el análisis de esta información pone en evidencia que el error humano está presente en la toma de decisiones estratégicas.Palabras clave: error humano, niveles directivos y toma de decisiones estratégicas. Abstract.The strategic decision-making process is a keystone for companies to maintain their competitive advantage and prevail in the future. The purpose of this work was to identify the human error factors in the strategic decision-making process that influence bias at executive levels of the Mexican steel industry. Within the factors were, among others, emotionality, cognitive complexity, decision timing, and context. During the first phase of this research, a qualitative exploratory study was performed on 11 top executives from the steelmaking industry, the analysis of this information reveals that human error is present in strategic decision-making process.Key words: human error, strategic decision-making, top management.

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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