URBAN DEVELOPMENT AND PROPERTY MANAGEMENT IN THE CONTEXT OF SOCIETAL TRANSFORMATIONS: STRATEGIC DECISION‐MAKING

The urgent problems of urban development and the processes of property creation and accumulation in the context of economic, social, political transformations in the society are analyzed. The possibilities of multicriteria strategic decision-making are described. The following objects are analyzed: urban development under the conditions of transformations as the major research object in the area of strategic property management; cities and their development as an environment of property creation and accumulation; transformation processes as the general context of urban development and of the creation and accumulation of property; the major trends of the transformation processes in Central and Eastern Europe, their main criteria and indicators; the evaluation criteria used in the area of urban development and property strategic management in the conditions of transformation processes; multicriteria decision-making in the area of urban development and property strategic management.

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Strategic management accounting: information application areas and instruments

Buhalterinės apskaitos teorija ir praktika ◽

10.15388/batp.2020.20 ◽

2020 ◽

Vol 21 ◽

pp. 5

Author(s):

Kamilė Medeckytė ◽

Daiva Tamulevičienė

Keyword(s):

Decision Making ◽

Strategic Management ◽

Management Accounting ◽

Accounting Information ◽

Strategic Decision ◽

Enterprise Management ◽

Strategic Decision Making ◽

Strategic Management Accounting ◽

Development Concept ◽

And Performance

he application of strategic management accounting instruments in corporate governance is a significant tool for gaining a competitive advantage, increasing the existing market share, and improving the company’s performance. The article examines the development, concept, and significance of strategic management accounting. There are five areas of strategic management accounting: 1) costing; 2) planning, control, and performance measurement; 3) strategic decision-making; 4) competitor accounting; 5) customer accounting. The main instruments of each area, their advantages, challenges of implementation in enterprise management, and benefits for the efficiency of the organization have been identified.

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Opportunities for the development of a strategic management system for an entrepreneurial conglomerate in modern conditions

Scientific notes of the Russian academy of entrepreneurship ◽

10.24182/2073-6258-2020-19-4-52-63 ◽

2021 ◽

Vol 19 (4) ◽

pp. 52-63

Author(s):

D. V. Firsenko

Keyword(s):

Decision Making ◽

Strategic Management ◽

Management System ◽

External Environment ◽

Strategic Decision ◽

Strategic Decision Making ◽

Basic System ◽

Key Factors ◽

Basic Principles

The article examines the priorities and opportunities for the development of the strategic management system of an entrepreneurial conglomerate in modern conditions. Principles are proposed that describe the process of interaction between an entrepreneurial conglomerate and the external environment. The key challenges to the competitiveness of entrepreneurial conglomerates in the digital economy are considered. Shows the basic principles that must comply with the strategic management system. The key factors that led to a significant adjustment of the basic system of strategic decision-making in business conglomerates were identified. The priority directions have been substantiated, in accordance with which it is necessary to develop theoretical proposals and practical tools for strategic management in modern conditions. The importance of setting up relations in accordance with the rules of corporate governance is substantiated. It can become an important element of improving the quality of the strategic management system in the context of globalization. The scenarios for the implementation of the strategic management system under the influence of various factors of globalization are concretized.

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Strategy, Decision Making, and Cognition

Research Anthology on Decision Support Systems and Decision Management in Healthcare, Business, and Engineering ◽

10.4018/978-1-7998-9023-2.ch001 ◽

2021 ◽

pp. 1-24

Author(s):

Radha Appan ◽

Dorcia E. Bolton ◽

Sreedhar Madhavaram

Keyword(s):

Decision Making ◽

Strategic Management ◽

Production Function ◽

Strategic Decision ◽

Strategic Decision Making ◽

Competitive Advantages ◽

Research And Practice ◽

Ongoing Process ◽

Shed Light

Reflecting the dis-equilibrium provoking, ongoing process nature of competition, the role of management in firms has evolved from determining quantity and implementing production function to recognizing, understanding, creating, selecting, implementing, and modifying strategies. The quest for competitive advantages compels firms to continuously engage in strategy and related activities. Given that decision making and cognition are two, somewhat implicit and highly intertwined, concepts that are central to strategy, this research responds to the call for integrating developments in cognition to make strategic decision making more impactful. Therefore, given that cognition (1) is seen as a missing link for strategic management and (2) can impact strategic decision making, this research integrates the perspectives from strategy, decision making, and cognition to develop a framework that can shed light on how firms can succeed in their quest for competitive advantages. The paper concludes with a discussion of the contributions and the corresponding implications for research and practice.

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Strategic Thinking: The Role in Successful Management

Journal of Management Research ◽

10.5296/jmr.v9i4.11448 ◽

2017 ◽

Vol 9 (4) ◽

pp. 44

Author(s):

Marcelo Amaral Dionisio

Keyword(s):

Decision Making ◽

Strategic Planning ◽

Strategic Management ◽

Strategic Thinking ◽

Strategic Decision ◽

Strategic Decision Making ◽

Decision Making Process ◽

Business Organizations ◽

Successful Management ◽

Strategic Process

Strategic thinking and strategic planning are concepts that are not clearly defined both in the literature and in the practice of business organizations and sometimes they are used interchangeably with each other or with strategic management. The purpose of this text is to differentiate and define both concepts and relate their role with the strategic decision making process of a firm. The text ends by approaching the issue of sustainability as a new challenge in the strategic process.

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Strategy, Decision Making, and Cognition

International Journal of Strategic Decision Sciences ◽

10.4018/ijsds.2017070104 ◽

2017 ◽

Vol 8 (3) ◽

pp. 78-98 ◽

Cited By ~ 4

Author(s):

Radha Appan ◽

Dorcia E. Bolton ◽

Sreedhar Madhavaram

Keyword(s):

Decision Making ◽

Strategic Management ◽

Production Function ◽

Strategic Decision ◽

Strategic Decision Making ◽

Competitive Advantages ◽

Research And Practice ◽

Ongoing Process ◽

Shed Light

Reflecting the dis-equilibrium provoking, ongoing process nature of competition, the role of management in firms has evolved from determining quantity and implementing production function to recognizing, understanding, creating, selecting, implementing, and modifying strategies. The quest for competitive advantages compels firms to continuously engage in strategy and related activities. Given that decision making and cognition are two, somewhat implicit and highly intertwined, concepts that are central to strategy, this research responds to the call for integrating developments in cognition to make strategic decision making more impactful. Therefore, given that cognition (1) is seen as a missing link for strategic management and (2) can impact strategic decision making, this research integrates the perspectives from strategy, decision making, and cognition to develop a framework that can shed light on how firms can succeed in their quest for competitive advantages. The paper concludes with a discussion of the contributions and the corresponding implications for research and practice.

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Strategic Management for Organizational Performance: from Which Come the Mistakes of Strategic Decision-Making

European Journal of Economics and Business Studies ◽

10.26417/ejes.v9i1.p291-300 ◽

2017 ◽

Vol 9 (1) ◽

pp. 291

Author(s):

Ahdil Imane ◽

Harrizi Driss

Keyword(s):

Decision Making ◽

Strategic Management ◽

Organizational Performance ◽

Decision Makers ◽

Strategic Decision ◽

Strategic Decision Making ◽

Main Function ◽

Current Context ◽

Fierce Competition

The current context of organizations is marked by changes or even dramatic changes. The main function of decision-makers becomes increasingly difficult and complex. At the same time, performance has become one of the most important topics within companies. That is why management and economics have addressed this central issue. Faced with a turbulent environment characterized by rough and fierce competition, guaranteeing performance and above all maintaining it becomes a strategic priority, which is why strategic management will be called upon. So our article will deal first with the performance of companies and the role of strategic management in this sought-after performance; and the precautions to be taken into account in strategic decision-making. To do this, we will begin our research by the conceptual framework of performance, to justify the contribution of strategic management in the performance of the company. The paper will conclude with an analysis of strategic decision-making and recommendations. The methodology used in this paper is a literature review.

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TMT Cognitive Capability and Organizational Outcomes: A Theoretical Review

International Business Research ◽

10.5539/ibr.v12n8p31 ◽

2019 ◽

Vol 12 (8) ◽

pp. 31

Author(s):

Nicodemus M. Mutinda ◽

James M. Kilika

Keyword(s):

Decision Making ◽

Theoretical Model ◽

Strategic Management ◽

Strategic Choice ◽

Organizational Outcomes ◽

Strategic Decision ◽

Empirical Literature ◽

Strategic Decision Making ◽

Cognitive Capability ◽

Industry Environment

Extant strategic management literature has followed two divergent paradigms. One is based on the tenets of industrial organization theory and argues that strategic decision making and action is purely a chance affair because the industry environment determines whether an organizational will survive or not and that the decisions and actions of the organizational players have no role at all. The second paradigm is based on the Resources Based View (RBV) and argues that organizational strategic choice and action is purely a resources, capability and competence deployment affair. Even though recent scholarship in strategic management has attempted to integrate the two paradigms to explain organizational strategic decision making and outcome, it is however yet to put forward a theoretical model explaining how the two paradigms integrate. In this paper, the authors bring on board a managerial cognitive capability perspective to play the role of a catalyst that blends the two paradigms together in explaining organizational outcomes. The paper reviews extant conceptual, theoretical and empirical literature and builds a case for a theoretical model linking TMT cognitive capability and organizational outcomes in the context of both industry environment dynamics and internal organization dynamics. The study identifies key organization outcomes resulting from the deployment of TMT cognitive capability as strategic choice, strategic flexibility and organizational performance while the key contextual factor that condition the outcomes include industry velocity and organizational characteristics. Based on the postulates of several underpinning theories, the paper identifies a phenomenon arising from deployment of TMT Cognitive Capability in the context of dynamic business environments and proposes a theoretical model that raises several implications for future empirical work.

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