Knowledge-Based Decision Making

2018 ◽  
pp. 160-184
Author(s):  
Mirjana Pejic-Bach ◽  
Mislav Ante Omazic ◽  
Ana Aleksic ◽  
Jovana Zoroja
Keyword(s):  
Decision Making ◽  
Environmental Sustainability ◽  
Process Management ◽  
Case Analysis ◽  
Service Industries ◽  
Organizational Capabilities ◽  
Term Survival ◽  
Organizational Settings ◽  
Knowledge Based

In the context of sustainability and long term survival, knowledge based decision making has been recognized as a significant factor. Its application in organizational settings specifically through knowledge management, process management, and decision making presents one of the core organizational capabilities. This chapter explores more deeply the synergy that occurs between the knowledge based decision making and its contribution to sustainability. The extent of knowledge based decision making application is evaluated, and its relation to the economic, social and environmental sustainability, in the multi case analysis of four Croatian firms from two service industries: telecommunications and insurance.

Knowledge-Based Decision Making

2021 ◽  
pp. 1446-1470
Author(s):  
Mirjana Pejic-Bach ◽  
Mislav Ante Omazic ◽  
Ana Aleksic ◽  
Jovana Zoroja
Keyword(s):  
Decision Making ◽  
Environmental Sustainability ◽  
Process Management ◽  
Case Analysis ◽  
Service Industries ◽  
Organizational Capabilities ◽  
Term Survival ◽  
Organizational Settings ◽  
Knowledge Based

In the context of sustainability and long term survival, knowledge based decision making has been recognized as a significant factor. Its application in organizational settings specifically through knowledge management, process management, and decision making presents one of the core organizational capabilities. This chapter explores more deeply the synergy that occurs between the knowledge based decision making and its contribution to sustainability. The extent of knowledge based decision making application is evaluated, and its relation to the economic, social and environmental sustainability, in the multi case analysis of four Croatian firms from two service industries: telecommunications and insurance.

scholarly journals Context Analysis in the Development of Diving Technologies

2019 ◽  
Vol 67 (2) ◽  
pp. 7-58
Author(s):  
Ryszard Kłos
Keyword(s):  
Decision Making ◽  
Continuous Improvement ◽  
Previous Article ◽  
Decision Making Process ◽  
Context Analysis ◽  
New Approach ◽  
Knowledge Based ◽  
Research Cycle ◽  
Level Of Risk

Abstract The previous article described a new approach methodology1 for work on the development of technology for the use of the SCR CRABE SCUBA2 type diving apparatus. However, after its publication numerous questions emerged regarding the genesis of the research undertaken, also from foreign partners using the same rebreather. The work on changing the technology of use was preceded by analyses, which were available only to people involved in the decision-making process. Demonstrating all the details of the decision-making process may be tedious, but failing to present them at all might raise justified doubts about the advisability of conducting a long-term research cycle. This article only presents preliminary analyses. The necessity to perform them resulted from the specific requirements for military technologies3 which, as broadly as possible, should be knowledge-based. The knowledge-based approach by its very nature allows continuous improvement of the adequacy of the predictions made, the estimation of the level of risk when diagnosing deviations from the repeatability or precision of the model, and the possibility of adapting the technology to the changing requirements of the user resulting from tactical considerations of its use.

The Rationale for a Well-Being Approach

2020 ◽  
pp. 13-24
Keyword(s):  
Decision Making ◽  
Resource Allocation ◽  
Environmental Sustainability ◽  
Well Being ◽  
Local Context ◽  
Structural Barriers ◽  
Truth Telling ◽  
Key Points ◽  
Social Narrative

This chapter presents the rationale for a well-being approach. A well-being approach—that is, establishing well-being as the goal and measure of what matters in order to create a future in which people, communities, and the planet can all thrive—provides a new compass for decision-making, resource allocation, social narrative, and even consciousness. The chapter highlights the benefits, positive outcomes, and potential for transformation via a well-being approach. Some of the key points include the ability of a well-being approach to: shift the focus to things that matter most to people and communities; create more urgency to address inequities and shift power; break down structural barriers and “silos” to encourage cross-sector collaboration; link human well-being and environmental sustainability; create a new expectation, demand, and accountability for a well-being agenda; and focus on the future through long-term agendas and inter-generational leadership. Meanwhile, key among the enabling conditions for well-being in the local context are truth telling about history and experiences, and ensuring that benefits are equitably shared.

Herbert Simon on organizational decision-making for long-term survival

2014 ◽  
Vol 6 (4) ◽  
pp. 249-256 ◽  
Author(s):  
Nathan Harter
Keyword(s):  
Decision Making ◽  
Natural World ◽  
Trial And Error ◽  
Herbert Simon ◽  
Organizational Decision Making ◽  
Term Survival ◽  
Long Term Survival

This essay summarizes the Harry Camp Lectures of Herbert Simon as they pertain to organizational decision-making. Organizations struggle to survive in ways not unlike organisms in the natural world, whether by means of domination or adaptation — though with the profound advantage of making conscious decisions how to adapt, rather than trusting to trial-and-error. Unfortunately, many experts in decision-making advise organizations to adopt methods for optimization that are unrealistic, if not impossible, such that the objective of survival is actually threatened by such advice.

Non-instrumental belief is largely founded on singularity

2009 ◽  
Vol 32 (6) ◽  
pp. 511-512
Author(s):  
George Ainslie
Keyword(s):  
Decision Making ◽  
Natural Selection ◽  
Potential Threat ◽  
Term Survival ◽  
High Intelligence ◽  
Human Decision ◽  
Evolutionary Step ◽  
Reward Process ◽  
Selection Of

AbstractThe radical evolutionary step that divides human decision-making from that of nonhumans is the ability to excite the reward process for its own sake, in imagination. Combined with hyperbolic over-valuation of the present, this ability is a potential threat to both the individual's long term survival and the natural selection of high intelligence. Human belief is intrinsically “unfounded” or under-founded, which may or may not be adaptive.

Green Process Management using Six Sigma Concepts

2013 ◽  
pp. 48-61
Author(s):  
Seifedine Kadry
Keyword(s):  
Environmental Sustainability ◽  
Six Sigma ◽  
Process Management ◽  
Cost Savings ◽  
Execution Engine ◽  
Short And Long Term ◽  
Improvement Programs ◽  
Six Sigma Methodology ◽  
Sustainability Problems

The Six Sigma () methodology, as it has evolved over the last two decades, provides a proven framework for problem solving and organizational leadership and enables leaders and practitioners to employ new ways of understanding and solving their sustainability problems. While business leaders now understand the importance of environmental sustainability to both profitability and customer satisfaction, few are able to translate good intentions into concrete, measurable improvement programs. Increasingly, these leaders are looking to their corps (six sigma experts) of six sigma “Master Black belts,” “Black belts,” and “Green belts” to lead and implement innovative programs that simultaneously reduce carbon emissions and provide large cost savings. Six sigma is a powerful execution engine and sustainability programs are in need of this operational approach and discipline. Six sigma rigors will help a business leader to design a sustainable program for both short- and long-term value creations. The aim of this chapter is to show the importance of applying six sigma methodologies to multidisciplinary sustainability-related projects and how to implement it.

Emotional and Social Intelligence as ‘Magic Key’ in Innovation: A Designer’s call toward inclusivity for all

2018 ◽  
Vol 6 (2) ◽  
pp. 6-12
Author(s):  
Joern Henning Buehring ◽  
Patricia Moore
Keyword(s):  
Decision Making ◽  
Risk Taking ◽  
Social Intelligence ◽  
Business Models ◽  
Strategic Decision ◽  
Social Awareness ◽  
Strategic Decision Making ◽  
Term Survival ◽  
Strategic Role

This paper draws attention to the emotional and social intelligence of individuals - encompassing self- and social awareness, empathy and social skills; when applied to innovation, it can boost employee creativity, diversity, risk taking, learning, adapting, and strategic decision making which is deemed as critical in meeting the challenges of the 21stCentury. Meanwhile, Design in business and innovation have become increasingly synonymous in both meaning (e.g. design and futures thinking) and reach (e.g. products, services, business models, and systems), placing renewed focus on creative human capital as the organizations’ greatest asset. Expanding the conversation of Design in business as a strategic role to develop user-centered innovations through ‘inclusivity for all’, it is proposed that an organization’s emotional and social intelligence may well bear the 'magic key' toward competitive resilience and long-term survival.

Sign in / Sign up

Export Citation Format

Share Document