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.

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 Knowing Yourself and Knowing the Others

2021 ◽  
pp. 121-139
Author(s):  
Xiu-bao Yu
Keyword(s):  
Decision Making ◽  
Deep Understanding ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
External Information ◽  
Basic Information ◽  
Resources And Capabilities

AbstractThis chapter introduces the basic information for the need of strategic decision-making, including internal key information of the organization, external information. Strategic decision makers are required to conduct analysis and have a deep understanding of the industry trend and of the organization resources and capabilities.

Analysis and Intuition in Strategic Decision Making

2011 ◽  
pp. 1531-1542
Author(s):  
Zita Zoltay Paprika
Keyword(s):  
Decision Making ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Strategic Decisions ◽  
Managerial Skills ◽  
Research Scholarship ◽  
Empirical Tests

Many management scholars believe that the process used to make strategic decisions affects the quality of those decisions. However, several authors have observed a lack of research on the strategic decision-making process. Empirical tests of factors that have been hypothesized to affect the way strategic decisions are made are notably absent (Fredrickson, 1985). This article reports the results of a study that attempts to assess the effects of decision-making circumstances, focusing mainly on the approaches applied and the managerial skills and capabilities the decision makers built on during concrete strategic decisionmaking procedures. The study was conducted in California between September 2005 and June 2006 and it was sponsored by a Fulbright research scholarship grant.

scholarly journals Toward Better Design-Related Decision Making: A Proposal of an Advanced OODA Loop

2019 ◽  
Vol 1 (1) ◽  
pp. 2387-2396
Author(s):  
Mattia Vettorello ◽  
Boris Eisenbart ◽  
Charlie Ranscombe
Keyword(s):  
Decision Making ◽  
Divergent Thinking ◽  
Abductive Reasoning ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Under Uncertainty ◽  
Alternative Strategies ◽  
Left Behind ◽  
Lateral Thinking

AbstractTo be successful in innovation, organisations need to be dynamically adaptable to novel situations to avoid getting ‘left behind’. Yet, they face vast uncertainties stemming from unforeseeable technological shifts or future user and market behaviour, making strategic decision-making on innovation an extremely difficult task. Decision-makers thus increasingly try to control or shape the future, rather than foresee it. This includes thinking ahead and generating potential pathways that will make an innovation viable. This captures the essence of designerly ways of thinking in reasoning toward ‘what might be’. Extant literature has been reviewed that discusses alternative strategies how this future-oriented thinking can be applied to become better at selecting novel ideas for development. We observe parallels between divergent thinking, abductive reasoning, analogising and lateral thinking suggested by different authors in this process. The paper continues to propose how these key mechanisms can be embedded within an existing framework for decision-making under uncertainty, the ‘OODA Loop’, which has seen increasing uptake in such decision-making scenarios.

scholarly journals Do stakeholders matter in strategic decision making of a sports organization?

2014 ◽  
Vol 54 (6) ◽  
pp. 647-658 ◽  
Author(s):  
Dina Alexandra Marques Miragaia ◽  
João Ferreira ◽  
André Carreira
Keyword(s):  
Decision Making ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Correct Identification ◽  
Stakeholder Groups ◽  
Sports Organization ◽  
Pearson Correlations

This study aims to identify and prioritize the stakeholders involved in making decisions in a sports organization. A multiple linear regression analysis was used to assess the influence of the attributes of power, legitimacy and urgency on the salience of the various stakeholders. The results showed a convergence of external and internal decision makers' perceptions, concerning the three main stakeholder groups: top management, sponsors and member association. Pearson correlations identified four types of stakeholder: definitive, dangerous, demanding and non-stakeholders. A generalized differentiation was also found in stakeholder classification, regarding evaluation of attributes, between external and internal decision makers. In addition, the study suggests the success of organizations' management will depend on correct identification of stakeholders and consequent assessment of their relevance, in order to highlight who should get priority, and how, in strategic decision making.

scholarly journals Analysis and intuition in strategic decision making. The case of California

2007 ◽  
pp. 60-67
Author(s):  
Zita Zoltayné Paprika
Keyword(s):  
Decision Making ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Strategic Decisions ◽  
Managerial Skills ◽  
Research Scholarship ◽  
Empirical Tests

Many management scholars believe that the process used to make strategic decisions affects the quality of those decisions. However several authors have observed a lack of research on the strategic decision making process. Empirical tests of factors that have been hypothesized to affect the way strategic decisions are made notably are absent. (Fredrickson, 1985) This paper reports the results of a study that attempts to assess the effects of decision making circumstances focusing mainly on the approaches applied and the managerial skills and capabilities the decision makers built on during concrete strategic decision making procedures. The study was conducted in California between September 2005 and June 2006 and it was sponsored by a Fulbright Research Scholarship Grant.

scholarly journals The Competitive Cohort: An Extension of Strategic Understanding

1970 ◽  
Vol 28 (2) ◽  
pp. 97-122
Author(s):  
Gerald Flint ◽  
David Van Fleet
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategy Formulation ◽  
Strategic Group ◽  
Organizational Goals ◽  
Sustained Competitive Advantage

The use of referent others to establish the concept of competitive cohortsis presented as a way to extend the understanding of strategic decision making inorganizations. The competitive cohort concept does not replace other perspectivesof the firm, industry or strategic group definitions, strategy formulation, or decisionmaking, but rather, helps in understanding how organizational goals are establishedand performance is shaped and measured. The use of the competitive cohort conceptmay also give a new coherency in and view of the concepts of competitive advantageand sustained competitive advantage.

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.

Strategic Information Surveillance

2018 ◽  
pp. 78-99
Author(s):  
José Poças Rascão
Keyword(s):  
Decision Making ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Weak Signal ◽  
Strategic Information ◽  
Research Goal ◽  
Definition Of ◽  
Inside Out ◽  
Strategic Consulting

The strategy for any organization can be set from the outside in, according to the school of positioning; according to this, the supply of products and / or services has to adapt to changes that occur in the environment. According to the movement schools of thought, a strategy can be set from the inside out in which case the organization influences the surroundings with its offer of products and / or services. Given the importance of weak signals in the definition of the strategy, the research goal is to treat the issue of pre-emptive strategy in the context of strategic decision making. An answer is provided for the following questions: (1) What is a weak signal? (2) How to tell if it is anticipative, relevant and useful for the decision makers? and (3) How to turn a weak signal in an effective anticipative clue? Based on investigator's experience in strategic consulting for small, medium and large companies, the weak and strong signals are explained and a set of criteria which are representative of their identification is presented.

Analysis and Intuition in Strategic Decision Making

2011 ◽  
pp. 20-28 ◽  
Author(s):  
Zita Zoltay Paprika
Keyword(s):  
Decision Making ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Managerial Skills ◽  
Decisionmaking Process ◽  
Research Scholarship ◽  
Empirical Tests

Many management scholars believe that the process used to make strategic decisions affects the quality of those decisions. However, several authors have observed a lack of research on the strategic decisionmaking process. Empirical tests of factors that have been hypothesized to affect the way strategic decisions are made are notably absent (Fredrickson, 1985). This article reports the results of a study that attempts to assess the effects of decision-making circumstances, focusing mainly on the approaches applied and the managerial skills and capabilities the decision makers built on during concrete strategic decision-making procedures. The study was conducted in California between September 2005 and June 2006 and it was sponsored by a Fulbright research scholarship grant.

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