Some Analytical Aspects of Business Integration

International Conference on Eurasian Economies 2012 ◽

10.36880/c03.00575 ◽

2012 ◽

Author(s):

Tatyana Ivanyuk ◽

Vasiliy Aryshev

Keyword(s):

Decision Making ◽

Individual Case ◽

Business Environment ◽

Strategic Decision ◽

Risk Level ◽

Management Decision ◽

Complex Nature ◽

Integration Process ◽

Realistic Assessment ◽

Management Decision Making

A success of any business activity is depending on the level of the business competition to a large extent. Not every firm can properly retain its positions in the stiff competitive environment. The changes in the external business environment may induce the reorganization of the business in the form of company integration. There are also integration process in the Kazakh economy. However, despite high activity of integration processes in the business, they are not quite effective. This is primarily associated with the fact that integration processes are characterized by complexity of internal mechanisms, irrespective of the type of business amalgamation. The strategy of business amalgamation must be based on the data of thorough economic analysis. Given a complex nature of transactions in various types of amalgamation as well as a high risk level determined by uncertainty associated with the strategic decision-making, such system of indicators should be built as complex multi-tier structure excluding the possibility for unification. Each individual case of amalgamation is characterized by a unique set of factors influencing the conditions in which the integration process is performed. However, one may outline such indicators that are mandatory but are not always sufficient to substantiate the management decision-making about the appropriateness of the integration process, its feasibility, the degree of risk and the extent to which such amalgamation is efficient. A proper buildup of a complex system of indicators would allow giving a realistic assessment of economic practicability of the integration process and determining the level of its efficiency.

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Complementarities Between Stakeholder Management and Participative Management: Evidence From the Youth Care Sector

Nonprofit and Voluntary Sector Quarterly ◽

10.1177/0899764016661247 ◽

2016 ◽

Vol 46 (3) ◽

pp. 586-606 ◽

Cited By ~ 2

Author(s):

Yves Fassin ◽

Jolien Deprez ◽

Annelien Van den Abeele ◽

Aimé Heene

Keyword(s):

Decision Making ◽

Stakeholder Management ◽

Nonprofit Sector ◽

Youth Care ◽

Strategic Decision ◽

Participative Management ◽

Management Decision ◽

Specific Situation ◽

Operational Level ◽

Management Decision Making

This article analyzes how stakeholder management is applied in the case of special youth guidance homes in Belgium. It describes a specific situation in which a major stakeholder—adolescents in the homes—is part of the process. Our research illustrates the different organizational roles and the complementarities between stakeholder management and participative management. Although stakeholder management is important for strategic decision making, participation is more important on an operational management level. Our cases illustrate that important stakeholders, for example, the customers—the adolescents and their parents—as well as employees in the homes evaluate participation on an operational level as being more important than participation in the board or in strategic management decision making in the organization. By disentangling the distinction between the operational level and the policy level of stakeholder management, our research links participative management and stakeholder management while clarifying the application of stakeholder management in the nonprofit sector.

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Effect Of Human Resource In Accounting Information System On Management Decision-Making In Seventh-Day Adventist Institutions In Eastern Nigeria

Advances in Social Sciences Research Journal ◽

10.14738/assrj.86.9876 ◽

2021 ◽

Vol 8 (6) ◽

pp. 117-129

Author(s):

Edet Eyibio Okon ◽

Chima Evans Otuza ◽

Samuel O. Dada

Keyword(s):

Decision Making ◽

Information System ◽

Human Resources ◽

Human Resource ◽

Accounting Information ◽

Business Environment ◽

Seventh Day Adventist ◽

Management Decision ◽

Accounting Information System ◽

Management Decision Making

The constant changes in the business environment, both domestic and international, have brought about great challenges on management of business organizations. Despite huge investments in accounting information systems, several organisations have not realized the full potential benefits of using these systems because of persistent failures. This study therefore investigated the effect of human resources in accounting information system on management decision-making in Seventh-day Adventist institutions in Eastern Nigeria Union Conference. This study adopted a cross-sectional survey research design. The population of this study was 250 accounting officers (Management, and General Administration) in the 24 entities. The sample size was total enumeration of all the 250 employees. A structured and validated questionnaire was used for data collection. The response rate was 84.4%. Data was analyzed using inferential statistics (simple linear regression analysis). The findings revealed that human resources in AIS has a positive and significant effect on management decision-making in Seventh Day Adventist Institutions in the Eastern Nigeria. Based on the findings of this study, the study recommended that institutions should give devoted attention on factors that will promote human resource development in the institutions, as this is capable of contributing positively on the management of the organization, which include informed decision-making.

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Problems of developing a strategic planning methodology for regional socio-economic systems

Upravlenie ◽

10.26425/2309-3633-2019-4-90-99 ◽

2020 ◽

Vol 7 (4) ◽

pp. 90-99 ◽

Cited By ~ 1

Author(s):

A. G. Ataeva

Keyword(s):

Decision Making ◽

Strategic Planning ◽

Information Technologies ◽

Technology Development ◽

Regional Governance ◽

Management Decision ◽

Complex Nature ◽

Economic Systems ◽

Regional Strategies ◽

Management Decision Making

The issues of the methodology for developing regional strategies have been considered in three aspects: firstly, from the position of restrictions on the use of traditional strategic planning schools in relation to the regional socio-economic systems; secondly, in the context of the characteristics of the region as an object of strategic planning; thirdly, taking into account modern realities of information technology development and management decision-making tools. It has been it has been revealed, that traditional strategic management schools take into account only a certain aspect of strategizing and have limited application for regional systems. The peculiarities of the region have been have been disclosed as an open complex system, occupying an intermediate level in the public administration system, characterized by a non-linear development and informational openness of management.The complex nature of a region affects the fact, that a regional strategy is a mechanism for coordinating the long-term interests of various stakeholders of a territory. This happens both through their participation in determining strategic priorities and selecting specific strategic projects at the goal setting stage, and through the use of special model tools, which are characterized by the presence of built-in interaction loops for different classes of economic situations and allowing them to adapt their resource strategies while agreeing on common goals of functioning. It has been ascertained, that the current stage of economic development is characterized by features related to the development of information technologies and management decision-making tools, which determines the need to expand the methodological and methodical base of the regional strategic planning.In total, the analysis shows, that in the context of the adaptive behavior of economic agents of the region, the uncertain external and internal environment, traditional methodological approaches and methodical tools become of little use in the actual practice of regional governance. The effective direction of improving the methods of strategic planning in these conditions is the use of adaptive management and simulation modeling technologies based on modern information technologies.

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METHODS OF MANAGEMENT DECISION-MAKING BASED ON GAME THEORY AS A GROUP OF METHODS OF STRATEGIC DECISION-MAKING CLASS BASED ON THE OPTIMIZATION OF PERFORMANCE INDICATORS

Business Strategies ◽

10.17747/2311-7184-2018-10-14-23 ◽

2018 ◽

pp. 14-23

Author(s):

A. V. Tebekin

Keyword(s):

Game Theory ◽

Decision Making ◽

Performance Indicators ◽

General System ◽

Strategic Decision ◽

Strategic Decision Making ◽

Management Decision ◽

Management Decision Making

Within the framework of the General system of management decision-making methods, the role and place of management decision-making methods based on the optimization of performance indicators are shown. The features and areas of application of methods of game theory as a group of methods of the class of strategic decisionmaking based on the optimization of performance indicators are considered. The classification of a group of methods of management decision-making based on the theory of games on the basis of cooperation, symmetry, the value of the total amount, sequence of actions, completeness of information, finiteness of the number of steps, continuity, purity of strategies, type of winning function.

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Centralization and Effectiveness of Reward Management in Multinational Enterprises

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000195 ◽

2018 ◽

Vol 17 (2) ◽

pp. 55-65 ◽

Cited By ~ 1

Author(s):

Michael Tekieli ◽

Marion Festing ◽

Xavier Baeten

Keyword(s):

Decision Making ◽

Social Identity Theory ◽

Multinational Enterprises ◽

Role Identity ◽

Management Decision ◽

Role Identities ◽

Management Decision Making ◽

New Perspective ◽

Subsidiary Managers ◽

The Relationship

Abstract. Based on responses from 158 reward managers located at the headquarters or subsidiaries of multinational enterprises, the present study examines the relationship between the centralization of reward management decision making and its perceived effectiveness in multinational enterprises. Our results show that headquarters managers perceive a centralized approach as being more effective, while for subsidiary managers this relationship is moderated by the manager’s role identity. Referring to social identity theory, the present study enriches the standardization versus localization debate through a new perspective focusing on psychological processes, thereby indicating the importance of in-group favoritism in headquarters and the influence of subsidiary managers’ role identities on reward management decision making.

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