scholarly journals Decision Support System in a Group of Companies

2019 ◽  
Vol 8 (3) ◽  
pp. 7350-7356
Keyword(s):  
Decision Making ◽  
Theoretical Model ◽  
Sustainable Growth ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Proposed Model ◽  
Decision Making System ◽  
Practical Tool ◽  
Management Functions

The authors rely on their previously proposed model of the strategic decision making system in groups of companies, which allows simultaneously integrating several important management functions and set clear criteria for the efficiency of future decisions with due consideration of the data on the static and dynamic conditions of the subsidiary, as well as predicting the development of the group of companies aimed at the long-term sustainable growth of its total value and business reputation. The indicators that turn the previously published theoretical model into a practical tool, which will later be tested on empirical data, are systematized and logically interconnected in this article.

scholarly journals From Strategic Management to Information Strategy Management It will be possible to increase the available time Strategic Decision Making?

2021 ◽  
Vol 04 (05) ◽  
Author(s):  
Jose Rascão ◽  
Keyword(s):  
Decision Making ◽  
Global Economy ◽  
Relevant Information ◽  
Strategy Management ◽  
Strategic Decision ◽  
Industrial Society ◽  
Strategic Decision Making ◽  
Process Understanding ◽  
Decision Making System ◽  
The Relationship

This article investigates the main concepts and activities of information,while it is in the strategic decision-making system, treated by literature. Since information has become the source of value of the global economy for organizations, information plays a key role in contributingto the development oforganizations' performance by selecting business-relevant information. The relationship between strategic information management and business activities contributes to the strategic decision-making processfor a more effective and efficient decision-making process. Understanding the importance of information as a strategic resource in the management of organizations is becoming more important for strategists, than the formulation ofstrategic models,of industrial society. In the 21st century no Manager will be able to define and implement the strategy successfully, without a basic understanding of information for strategic decision making.

scholarly journals Green Strategic Planning Approach for International Shipping Activities

2019 ◽  
Vol 12 (1) ◽  
pp. 41 ◽  
Author(s):  
Xiaofang Wu ◽  
Luoping Zhang ◽  
Huan Feng
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Point Of View ◽  
Strategic Decision ◽  
Life Cycle Thinking ◽  
Strategic Decision Making ◽  
Holistic View ◽  
International Shipping ◽  
Green Development

Sustainability is a long-term and ultimate goal for international shipping, although it is slowly making progress. The shipping perspective that moves away from “port-to-port” operations to “door-to-door” services also requires international shipping to take a long-term and holistic view instead of fragmented efforts. How to achieve the long-term sustainability goal becomes a key issue for door-to-door international shipping. Hence, green strategic planning for door-to-door international shipping was proposed with green development that puts forward the eco-centric point of view as its basic theory for sustainability. This study used a strategic decision-making approach, a so-called multi-dimensional decision-making (MDDM), coupled with the life-cycle thinking and continual improvement of ISO 14000, to achieve strategic planning for door-to-door international shipping aiming at sustainability. A case study showed an example of potential framework and/or methodology for the door-to-door international shipping, which integrates green development principles into international shipping planning to reach the long-term goal of sustainability, and meet the needs of the “door-to-door” logistics. It not only points out the general environmental problems but also identifies many critical issues for sustainability in international shipping. As a result, this study developed an approach and methods for sustainable door-to-door international shipping based on the proactively strategic decision-making associated with green development.

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.

Long-term Orientation and Strategic Decision Making

2017 ◽  
pp. 103-114
Author(s):  
Guia Beatrice Pirotti ◽  
Markus Venzin
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making

scholarly journals STRATEGIC DECISION-MAKING SUPPORTED BY TRADITIONAL FINANCIAL INDICATORS

2019 ◽  
Vol 4 (1) ◽  
pp. 29-37
Author(s):  
Zoltán Musinszki ◽  
Gábor Béla Süveges
Keyword(s):  
Decision Making ◽  
Financial Statements ◽  
Financial Accounting ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Financial Indicators ◽  
Strategic Decisions ◽  
Economic Activities ◽  
Indicator Systems

Traditional financial indicators calculated from financial statements cannot provide adequate information for the management, do not support strategic decisions. The reason for this is the methodology used in producing financial statements and the operational logic of financial accounting. Financial accounting thinks in terms of business year that is 12 months. It deals with events of the past, more accurately, with so called economic activities. Financial accounting evaluates such economic activities in terms of monetary processes, which means that the traditional financial indicators have their limits in application. Could it mean that traditional financial indicators cannot be used in the long-term strategic decision making? In our study we point out two connections between financial indicators and strategic decision making. Firstly, we focus on financial indicators used in supported strategic decision making, in strategic indicator systems. Secondly, we focus on cases in which financial indicators complement the methods of strategic decision making, add something to the tools available in strategic management.

In the Eye of the Beholder: Top Managers’ Long-Term Orientation, Industry Context, and Decision-Making Processes

2018 ◽  
Vol 45 (8) ◽  
pp. 3114-3145 ◽  
Author(s):  
Ya (Lisa) Lin ◽  
Weilei Shi ◽  
John E. Prescott ◽  
Haibin Yang
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Temporal Orientation ◽  
Subjective Perception ◽  
Temporal Perspective ◽  
Top Managers ◽  
Decision Making Processes ◽  
Pharmaceutical Industries

Time orientation matters. While a temporal perspective is widely recognized as an important lens in strategic management research, few studies have explored how top managers’ temporal orientation affects strategic decision-making processes. We propose that top managers’ subjective perception of time, specifically, their long-term orientation, positively affects the comprehensiveness, speed, and creativity of strategic decision-making processes and that industry context moderates these relationships. Drawing on the organization-environment fit perspective and associated compatibility and temporal fit mechanisms, we found considerable support for our hypotheses in the semiconductor and pharmaceutical industries in China. Our findings reinforce the perspective that temporal referent points act as anchors for strategic decision-making processes.

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