scholarly journals Enabling Progress in Developing Economies: A Novel Hybrid Decision-Making Model for Green Technology Planning

2021 ◽  
Vol 14 (1) ◽  
pp. 258
Author(s):  
Muhammad Ikram ◽  
Robert Sroufe ◽  
Usama Awan ◽  
Nabila Abid
Keyword(s):  
Decision Making ◽  
Developing Economies ◽  
Implementation Process ◽  
Optimal Strategies ◽  
Green Technology ◽  
Strategic Decision ◽  
Technology Planning ◽  
Green Technologies ◽  
Agriculture Sector ◽  
Country Level

Green technologies play an essential role in designing and developing sustainable and environmental strategies at a country level. With a growing emphasis on green technology strategies in strategic decision making, there is an opportunity for developing and implementing strategies to accelerate green technologies in developing economies. Therefore, this study develops an integrated strategic framework based on Strengths, Weaknesses, Opportunities, and Threats (SWOT) for effective green technology planning. The SWOT approach scans internal and external factors and sub-factors essential for green technology planning in Pakistan. Subsequently, the Grey Analytical Hierarchical Process (GAHP) method is employed to compute weights of twenty-one subfactors. Finally, Grey Technique for Order Performance by Similarity to Ideal Solution (GTOPSIS) is used to prioritize eighteen strategies developed for sustainable green technology planning. Results reveal that high productivity potential in the agriculture sector, less foreign investment due to terrorism and security issues, decreasing the cost of green technologies, and the opportunity to build a positive image are key sub-factors for strategic green technology planning. In contrast, improving the security situation in the country to attract foreign direct investment, fewer taxes and duties on import of green technology and lenient rules for local business in transition, and plans and programs to promote green technology in the agriculture sector are observed as optimal strategies. This study is the first to propose a systematic, integrated framework for sustainable green technology planning in Pakistan. Our study fills a gap in the strategic planning and implementation process and provides pathways for policymakers in addressing impediments when implementing green technology planning.

scholarly journals An approach for improving the quality of country-level TB modelling

2021 ◽  
Vol 25 (8) ◽  
pp. 614-619
Author(s):  
C. F. McQuaid ◽  
M. C. Clarkson ◽  
M. Bellerose ◽  
K. Floyd ◽  
R. G. White ◽  
...  
Keyword(s):  
Decision Making ◽  
Review Process ◽  
Strategic Decision ◽  
Country Level ◽  
Multi Stage ◽  
Independent Evaluation ◽  
Reporting Templates ◽  
Inform Decision Making ◽  
Review Criteria

Mathematical modelling is increasingly used to inform budgeting and strategic decision-making by national TB programmes. Despite the importance of these decisions, there is currently no mechanism to review and confirm the appropriateness of modelling analyses. We have developed a benchmarking, reporting, and review (BRR) approach and accompanying tools to allow constructive review of country-level TB modelling applications. This approach has been piloted in five modelling applications and the results of this study have been used to revise and finalise the approach. The BRR approach consists of 1) quantitative benchmarks against which model assumptions and results can be compared, 2) standardised reporting templates and review criteria, and 3) a multi-stage review process providing feedback to modellers during the application, as well as a summary evaluation after completion. During the pilot, use of the tools prompted important changes in the approaches taken to modelling. The pilot also identified issues beyond the scope of a review mechanism, such as a lack of empirical evidence and capacity constraints. This approach provides independent evaluation of the appropriateness of modelling decisions during the course of an application, allowing meaningful changes to be made before results are used to inform decision-making. The use of these tools can improve the quality and transparency of country-level TB modelling applications.

An Analysis of Segment Disclosures under SFAS No. 131 and SFAS No. 14

2000 ◽  
Vol 14 (3) ◽  
pp. 287-302 ◽  
Author(s):  
Don Herrmann ◽  
Wayne B. Thomas
Keyword(s):  
Decision Making ◽  
Geographic Area ◽  
Segment Reporting ◽  
Internal Organization ◽  
Country Level ◽  
Reporting Requirements ◽  
Geographic Segment Disclosures ◽  
Segment Disclosures ◽  
Number Of Firms ◽  
Segment Information

The purpose of this paper is to compare the segment reporting disclosures under SFAS No. 131 with those reported the previous year under SFAS No. 14. Under SFAS No. 131, firms are required to report segments consistent with the way in which management organizes the business internally. In addition, the accounting items disclosed for each segment are defined consistent with internal segment information used to assess segment performance. For many companies, this represents a significant change from the approach used to report segments under SFAS No. 14. Under SFAS No. 14, firms were required to disclose segment information by both line-of-business and geographic area with no specific link to the internal organization of the company or the measurements that were used for internal decision making. As a result, many complained that the resulting disclosures were highly aggregated and of limited use for decision-making purposes. We find that the change in segment reporting requirements under SFAS No. 131 has made a relatively significant impact on the disclosure of segment information. Over two-thirds of the sample firms have redefined their primary operating segments upon adopting SFAS No. 131. There has also been an increase in the number of firms providing segment disclosures and companies are disclosing more items for each operating segment. For enterprise-wide disclosures, the proportion of country-level geographic segment disclosures has increased, while the proportion of broader geographic area segment disclosures has decreased. However, the number of firms reporting earnings by geographic area has declined greatly as this item is no longer required to be disclosed for firms reporting on a basis other than geographic area.

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.

Beyond Bounded Rationality: CEO Reflective Capacity and Firm Sustainability Performance

2021 ◽  
pp. 1-38
Author(s):  
Yingya Jia ◽  
Anne S. Tsui ◽  
Xiaoyu Yu
Keyword(s):  
Decision Making ◽  
Bounded Rationality ◽  
Three Dimensional ◽  
Strategic Decision ◽  
Future Research ◽  
Sustainability Performance ◽  
Business Executives ◽  
Dimensional Measure ◽  
Reflective Capacity ◽  
Mediating Mechanisms

ABSTRACT Optimal or rational decision making is not possible due to informational constraints and limits in computation capability of humans (March & Simon, 1958; March, 1978). This bounded rationality serves as a filtering process in decision making among business executives (Hambrick & Mason, 1984). In this study, we propose the concept of CEO reflective capacity as a behavior-oriented cognitive capability that may overcome to some extent the pervasive limitation of bounded rationality in executive decision-making. Following Hinkin's (1998) method and two executive samples, we developed and validated a three-dimensional measure of CEO reflective capacity. Based on two-wave surveys of CEOs and their executive-subordinates in 213 Chinese small-medium sized firms, we tested and confirmed three hypotheses on how CEO reflective capacity is related to a firm's sustainability performance (including economic, societal, and environmental dimensions) through the mediating mechanisms of strategic decision comprehensiveness and CEO behavioral complexity. We discuss the contribution of this study to the literature on the upper echelons and information processing perspectives. We also identify the implications for future research on strategic leadership and managerial cognition in complex and dynamic contexts.

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