Social Media

2016 ◽  
pp. 94-111 ◽  
Author(s):  
Gordon Bowen ◽  
Deidre Bowen
Keyword(s):  
Decision Making ◽  
Social Media ◽  
Strategic Decision ◽  
User Generated Content ◽  
Strategic Decision Making ◽  
Consumer Feedback ◽  
Conceptual Paper ◽  
Marketing Tool ◽  
Decision Making Tool

Social media is seen very much as a marketing tool and there is little in the literature that considers its use as a strategic decision making tool. This conceptual paper is an attempt to redress the balance. Social media user-generated content from blogs or consumer feedback are methods that social media can support effective strategic decision making. However, the business and organisational environments are influential on the effective of the data collected and ultimately its analysis. The decision making approach – single or multistage are significant influencers on the quality of the decisions. Multistage decision making is supportive of controversial decision making, which leads to better utilisation of the information and consequently, better decision making. Ultimately, robust decision making is underpinned by the effectiveness of the decision making process.

scholarly journals Quality Assurance in Knowledge Data Warehouse

2017 ◽  
Author(s):  
Andysah Putera Utama Siahaan
Keyword(s):  
Decision Making ◽  
Knowledge Discovery ◽  
Data Warehouse ◽  
Noisy Data ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Quality Of Information ◽  
External Data ◽  
Existing Data

Knowledge discovery is the process of adding knowledge from a large amount of data. The quality of knowledge generated from the process of knowledge discovery greatly affects the results of the decisions obtained. Existing data must be qualified and tested to ensure knowledge discovery processes can produce knowledge or information that is useful and feasible. It deals with strategic decision-making for an organization. Combining multiple operational databases and external data create the data warehouse. This treatment is very vulnerable to incomplete, inconsistent, and noisy data. Data mining provides a mechanism to clear this deficiency before finally stored in the data warehouse. This research tries to give technique to improve the quality of information in the data warehouse.

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.

The Influence of Corporate Social Media on Firm Level Strategic Decision Making

2013 ◽  
Vol 9 (1) ◽  
pp. 1-20 ◽  
Author(s):  
S. Venkataraman ◽  
Ranjan Das
Keyword(s):  
Decision Making ◽  
Social Media ◽  
Strategic Decision ◽  
Customer Engagement ◽  
Strategic Decision Making ◽  
Firm Level ◽  
Strategy Process ◽  
Social Media Engagement ◽  
Extended Value ◽  
Corporate Social

Social media engagement by business firms has been steadily on the rise, with its application extending to a range of corporate functions, beyond marketing and customer engagement, many of which can be construed as strategic. However, the potential influence of social media on strategy process or strategic decision making has scarcely been explored in strategic management literature. In addressing this gap, this paper conceptually explores the likely influence of social media on issue of strategic decision making and the mechanism of such influence, and also uses an assortment of anecdotes from practice for illustrative purposes. The authors suggest a plausible model whereby corporate social media engagement is seen to exert its influence through the three key dimensions of strategy process - environmental factors, strategists characteristics and decision issue characteristics. In particular social media engagement is conceived as ingraining knowledge creation and integration through socialization within an extended value network.

The role of heuristic-driven biases in entrepreneurial strategic decision-making: evidence from an emerging economy

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maqsood Ahmad ◽  
Syed Zulfiqar Ali Shah ◽  
Yasar Abbass
Keyword(s):  
Decision Making ◽  
Emerging Economy ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Strategic Decisions ◽  
Content Type ◽  
The Relationship

PurposeThis article aims to clarify the mechanism by which heuristic-driven biases influence the entrepreneurial strategic decision-making in an emerging economy.Design/methodology/approachEntrepreneurs' heuristic-driven biases have been measured using a questionnaire, comprising numerous items, including indicators of entrepreneurial strategic decision-making. To examine the relationship between heuristic-driven biases and entrepreneurial strategic decision-making process, a 5-point Likert scale questionnaire has been used to collect data from the sample of 169 entrepreneurs who operate in small- and medium-sized enterprises (SMEs). The collected data were analyzed using SPSS and Amos graphics software. Hypotheses were tested using structural equation modeling (SEM) technique.FindingsThe article provides empirical insights into the relationship between heuristic-driven biases and entrepreneurial strategic decision-making. The results suggest that heuristic-driven biases (anchoring and adjustment, representativeness, availability and overconfidence) have a markedly negative influence on the strategic decisions made by entrepreneurs in emerging markets. It means that heuristic-driven biases can impair the quality of the entrepreneurial strategic decision-making process.Practical implicationsThe article encourages entrepreneurs to avoid relying on cognitive heuristics or their feelings when making strategic decisions. It provides awareness and understanding of heuristic-driven biases in entrepreneurial strategic decisions, which could be very useful for business actors such as entrepreneurs, managers and entire organizations. Understanding regarding the role of heuristic-driven biases in entrepreneurial strategic decisions may help entrepreneurs to improve the quality of their decision-making. They can improve the quality of their decision-making by recognizing their behavioral biases and errors of judgment, to which we are all prone, resulting in a more appropriate selection of entrepreneurial opportunities.Originality/valueThe current study is the first to focus on links between heuristic-driven bias and the entrepreneurial strategic decision-making in Pakistan—an emerging economy. This article enhanced the understanding of the role that heuristic-driven bias plays in the entrepreneurial strategic decisions and more importantly, it went some way toward enhancing understanding of behavioral aspects and their influence on entrepreneurial strategic decision-making in an emerging market. It also adds to the literature in the area of entrepreneurial management specifically the role of heuristics in entrepreneurial strategic decision-making; this field is in its initial stage, even in developed countries, while, in developing countries, little work has been done.

scholarly journals Analysis and intuition in strategic decision making. The case of California

2007 ◽  
pp. 60-67
Author(s):  
Zita Zoltayné 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 notably are absent. (Fredrickson, 1985) This paper 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 decision making procedures. The study was conducted in California between September 2005 and June 2006 and it was sponsored by a Fulbright Research Scholarship Grant.

Analysis and Intuition in Strategic Decision Making

2011 ◽  
pp. 20-28 ◽  
Author(s):  
Zita Zoltay Paprika
Keyword(s):  
Decision Making ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Managerial Skills ◽  
Decisionmaking Process ◽  
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 decisionmaking 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 decision-making procedures. The study was conducted in California between September 2005 and June 2006 and it was sponsored by a Fulbright research scholarship grant.

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