scholarly journals GREEN RATING INTEGRATION PLATFORM – A DECISION MAKING TOOL FOR MULTI-MODAL FACILITIES: CREDIT HARMONIZATION AND A SUSTAINABLE WATER & MATERIAL PRACTICES CASE STUDY

2014 ◽  
Vol 9 (4) ◽  
pp. 161-173 ◽  
Author(s):  
Ashraful Alam ◽  
Liv Haselbach ◽  
Garrett DeRooy ◽  
Cara Poor ◽  
Michael Wolcott
Keyword(s):  
Decision Making ◽  
Analytical Hierarchy Process ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Rating Systems ◽  
Integration Platform ◽  
Hierarchy Process ◽  
Decision Making Tool

There are multitudes of sustainability rating systems and guidelines, and it is difficult to decide which ones to use and how to use them. In addition, multi-modal projects have different focal areas and associated rating systems related to each mode or other aspect of the project. Five green ratings systems representative of aspects of a multi-modal ferry facility had previously been selected and were used in a four step methodology to synthesize into a strategic decision making platform. This current research focuses on how to make more detailed decision making harmonization amongst the credits in the rating systems. Using an analytical hierarchy process (AHP) of the credits in the rating systems, it was determined that the two main groups of information that could be used for harmonization were key intents or goals (KI) and key strategies or practices (KS). A short cursory case study example of how these KIs and KSs might be further cross-coded in an open database with the credit subcategories and corresponding rating systems is also presented. The database can filter the credit subcategories across the rating system for a specific key intent or key strategy. The harmonized lists and database may facilitate decision makers and construction managers in correlating intents and methodologies for a project across multiple rating systems.

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.

scholarly journals DECISION SUPPORT SYSTEM DETERMINES THE PURCHASE OF HOUSE RIGHT USING ANALYTICAL HIERARCHY PROCESS (AHP) AND BORDA METHODS

JOURNAL ASRO ◽  
2019 ◽  
Vol 10 (1) ◽  
pp. 1
Author(s):  
Didit Herdiawan Ashaf ◽  
Sutikno Wahyu Hidayat ◽  
Ahmadi Ahmadi
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support System ◽  
Group Decision Making ◽  
Support System ◽  
Analytical Hierarchy Process ◽  
Group Decision ◽  
Decision Makers ◽  
Home Purchase ◽  
Hierarchy Process

Increasing population growth also contributes to the increasing need for homes or dwellings as basic human needs. Many ways people do to meet these needs, among others, by buying from someone else, building it yourself or by buying a house in a housing developer. Houses besides being a basic human need, it is also used as an indicator of one's success and as an asset for business development and an increase in the economic value of the owner. Prospective home buyers certainly have criteria that are considered in choosing a house. Many of the existing criteria are often followed by the availability of more than one choice of the house to be able to meet these criteria. Therefore, the writer tries to try to make a Decision Support System in a Home Purchase that will later help prospective home buyers in deciding which house to buy. The decision-making method used in this system is an analytical hierarchy process (AHP) as a form of decision-making model that is suitable for multi-criteria and multi-alternative problems with the main input being human perception. Combined with the Borda method which is one method of group decision making that can combine the results of perceptual analysis (the results of AHP analysis) from several decision makers. it is necessary to have a group decision-making technique (group decision support system). So that the resulting home purchase decision can be accepted by all decision makers (family). From the results of the calculation and voting process, House X was chosen with 9 votes.   Keywords: Home Purchase, Analytical Hierarchy Process, Borda

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 The Impact of Strategic Decision-Making on Enhancing Competitive Capability: Case Study of the Royal Jordanian Airlines

2019 ◽  
Vol 14 (3) ◽  
pp. 148
Author(s):  
Majda S. Rteimeh
Keyword(s):  
Decision Making ◽  
Analytical Approach ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
The Impact

The study aimed at identifying the extent of efficiency of the strategic decision making (the determination of the problem, the gathering of the information on the problem, decision-making, the monitoring of the implementation of the decision-making, and the circulation of the realistic results of the decision) and demonstrating their impact in enhancing the competitive capability of the Royal Jordanian Airlines. This study followed the descriptive and the analytical approach relying on a questionnaire that reached a sample of 167 employees working at the various administrative levels of the company. The results of the study showed that there is a medium degree of efficiency for strategic decision-making and a medium degree of competitiveness. The results also showed a statistically significant impact for each of (gathering information about the problem of enhancing the competitive capability of the Royal Jordanian Airlines, decision-making, and circulating the realistic results of the decision) in enhancing the competitive capability of the Royal Jordanian Airlines.

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