The Role of Data Mining in Organizational Cognition

2011 ◽  
pp. 46-60
Author(s):  
Chandra S. Amaravadi ◽  
Farhad Daneshgar
Keyword(s):  
Data Mining ◽  
Decision Making ◽  
Strategic Decision ◽  
Strategy Formulation ◽  
Organizational Cognition ◽  
Strategic Role ◽  
Information Assets ◽  
Strategic Support ◽  
Interpretive Perspective

Data mining has quickly emerged as a tool that can allow organizations to exploit their information assets. In this chapter, we suggest how this tool can be used to support strategic decision-making. Starting with an interpretive perspective of strategy formulation, we discuss the role of beliefs in the decision-making process. Referred to as Micro-Theories (MTs), these beliefs generally concern some assumption regarding the organization’s task environment, such as sales increasing in a certain segment or customers preferring a certain product. The strategic role for data mining, referred to as Organizational Data Mining (ODM) is then to provide validation for these beliefs. We suggest a four-step process for identifying and verifying MTs and illustrate this with a hypothetical example of a bank. Implications and future trends in ODM are discussed. Ultimately results of data mining should be integrated with strategic support systems and knowledge management systems.

The Role of Data Mining in Organizational Cognition

2008 ◽  
pp. 2302-2315
Author(s):  
Chandra S. Amaravadi ◽  
Farhad Daneshgar
Keyword(s):  
Data Mining ◽  
Decision Making ◽  
Strategic Decision ◽  
Strategy Formulation ◽  
Organizational Cognition ◽  
Strategic Role ◽  
Information Assets ◽  
Strategic Support ◽  
Interpretive Perspective

Data mining has quickly emerged as a tool that can allow organizations to exploit their information assets. In this chapter, we suggest how this tool can be used to support strategic decision-making. Starting with an interpretive perspective of strategy formulation, we discuss the role of beliefs in the decision-making process. Referred to as Micro-Theories (MTs), these beliefs generally concern some assumption regarding the organization’s task environment, such as sales increasing in a certain segment or customers preferring a certain product. The strategic role for data mining, referred to as Organizational Data Mining (ODM) is then to provide validation for these beliefs. We suggest a four-step process for identifying and verifying MTs and illustrate this with a hypothetical example of a bank. Implications and future trends in ODM are discussed. Ultimately results of data mining should be integrated with strategic support systems and knowledge management systems.

Business Models in Modern Competitive Scenarios

2018 ◽  
Vol 9 (3) ◽  
pp. 16-68 ◽  
Author(s):  
José Rascão
Keyword(s):  
Decision Making ◽  
Business Models ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategy Formulation ◽  
Descriptive Research ◽  
Practical Experiences ◽  
Definition Of ◽  
Role Of Information

The purpose of this article is to contribute to a better understanding of the role of information in the process of strategy formulation, based on the aggregation of existing literature. This article is descriptive research, with the goal of identifying and characterizing the role of information in strategic decision making. The structure of the article synthesizes the existing academic work, seeking to generate new knowledge. The strategy of any organization can be defined from the outside to the inside, according to the schools of the positioning, or from the inside out, according to the schools of the movement, in which the organization influences the surroundings with its offer of products and or innovative services, since it has competencies and capabilities that competitors do not have and that are difficult to imitate or to buy. Hence the importance that weak and strong signals play as information of anticipation in the definition of the strategy and so, the goal is to treat the issue of the role of information in the process of formulation of the strategy in the context of strategic decision making. Based on research and practical experiences carried out by the investigator in strategic consulting in small, medium and large companies for about 20 years, the author will propose a model of the role of information in the process of formulating the strategy and its operationalization.

Seeking input when the train has left the station: The decoupling of participative strategic decision-making processes and the role of new technology in symbolic management

2021 ◽  
pp. 147612702110468
Author(s):  
James D Westphal ◽  
David H Zhu ◽  
Rajyalakshmi Kunapuli
Keyword(s):  
Decision Making ◽  
New Technology ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Option ◽  
Symbolic Management ◽  
Longitudinal Survey Data ◽  
Decision Making Processes ◽  
Executive Suite

We examine the symbolic management of participative strategic decision-making programs that purportedly use crowdsourcing technology to solicit strategic input below the executive suite, but are often decoupled from actual strategic decision making. Specifically, top management may decide on a strategic option before soliciting input under the program. The first portion of our theoretical framework explains why disclosure of a participative strategic decision making program in communicating with security analysts is associated with more positive analyst appraisals, despite decoupling, and why the benefits of disclosure are amplified to the extent that leaders highlight the use of crowdsourcing technology in the program. The second portion of our framework addresses the antecedents of symbolic adoption. We suggest that firms are more likely to adopt and decouple a program when the CEO has a personal friendship tie to the CEO of another firm that has adopted and decoupled, especially following relatively negative analyst appraisals. Analysis of a unique dataset that includes longitudinal survey data from executives supported our predictions.

Electronic Collaboration in Strategic Decision-Making Processes

2014 ◽  
pp. 601-623
Author(s):  
Aslı Goksoy ◽  
Ozalp Vayvay ◽  
Beliz Ozsoy Yılmaz ◽  
Ahmet Yılmaz
Keyword(s):  
Decision Making ◽  
Business Environment ◽  
Strategic Decision ◽  
Successful Implementation ◽  
Strategy Formulation ◽  
Electronic Communications ◽  
Use Of Technology ◽  
Electronic Collaboration ◽  
Information And Communication ◽  
Decision Making Processes

The pace of change in information and communication technology has accelerated rapidly in the past decade, providing various opportunities for companies to improve their efficiency and competitiveness and also collaborate with their business partners. In the digitally connected 21st century business environment, collaboration among organizations requires electronic communications within and across fields to facilitate superior outcomes. The proper use of technology enables businesses to be more efficient. E-collaboration has been a great tool to improve business and a strategic weapon to change the traditional business relationships. E-collaboration aims to facilitate coordination of decision-making processes, and it is no longer a source of competitive advantage, but instead a competitive necessity. Tightly linking information technology with strategy formulation is one of growing importance in organizations. This chapter aims to explore the role and benefits of technology in decision-making processes by presenting a successful implementation of electronic collaboration in a leading global supplier of electronics and electrical materials and provide useful information to managers and practitioners.

Improved Privacy

2011 ◽  
pp. 295-316
Author(s):  
K. Abumani ◽  
R. Nedunchezhian
Keyword(s):  
Data Mining ◽  
Decision Making ◽  
Empirical Analysis ◽  
Time Complexity ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Sensitive Information ◽  
Data Mining Techniques ◽  
Novel Method ◽  
Mining Tools

Data mining techniques have been widely used for extracting non-trivial information from massive amounts of data. They help in strategic decision-making as well as many more applications. However, data mining also has a few demerits apart from its usefulness. Sensitive information contained in the database may be brought out by the data mining tools. Different approaches are being utilized to hide the sensitive information. The proposed work in this article applies a novel method to access the generating transactions with minimum effort from the transactional database. It helps in reducing the time complexity of any hiding algorithm. The theoretical and empirical analysis of the algorithm shows that hiding of data using this proposed work performs association rule hiding quicker than other algorithms.

The Role of Structured Conflict and Consensus Approaches inVirtual Team Strategic Decision Making

2008 ◽  
pp. 1480-1497
Author(s):  
Jerry Fjermestad
Keyword(s):  
Decision Making ◽  
Group Support Systems ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Face To Face ◽  
Systems Research ◽  
Computer Mediated ◽  
Computer Mediated Communications ◽  
Group Member

Do procedures that improve face-to-face decision meetings also improve virtual “meetings?” Might the effectiveness of such procedures improve with practice? This longitudinal experiment investigated the efficiency, effectiveness and group member perceptions of dialectical inquiry (DI) and constructive consensus (CC) approaches to strategic decision making in a virtual (distributed) computer-mediated- communications (CMC) environment. There were no differences between DI and CC groups in terms of decision effectiveness. However, this result has not been unusual in CMC research. DI groups had significantly higher perceived depth of evaluation than CC groups. CC groups reported greater decision acceptance and willingness to work together again than DI groups. The results are discussed in terms of their implications for group support systems research and design in the era of the World Wide Web.

Mit Projekten Unternehmen erfolgreich führen

2012 ◽  
Vol 53 (4) ◽  
pp. 15-20
Author(s):  
Andreas Wald ◽  
Reinhard Wagner ◽  
Christoph Schneider
Keyword(s):  
Project Management ◽  
Management Practice ◽  
Top Management ◽  
Strategy Formulation ◽  
Corporate Executives ◽  
Strategic Role ◽  
Important Means ◽  
Operational Issues

Projekte als temporäre Form der Zusammenarbeit spielen eine wichtige Rolle im Rahmen der Formulierung und Umsetzung von Strategien. Projekte werden auch zunehmend dazu eingesetzt, Innovationen zu generieren und organisatorischen Wandel herbeizuführen. Trotz dieser hohen strategischen Bedeutung von Projekten ist die Disziplin des Projektmanagements primär auf operative Fragen ausgerichtet. In diesem Beitrag präsentieren wir daher eine Studie zu den strategischen Aspekten von Projekten. Wir haben Unternehmenslenker zur strategischen Bedeutung von Projekten befragt und untersucht, wie diese in der Unternehmensführung eingesetzt werden und wie das Topmanagement gezielt organisationale Projektmanagementkompetenz aufbauen kann. Konkret werden dabei die Bereiche Führung, Struktur und Prozesse sowie Unternehmenskultur betrachtet. Der Beitrag schließt mit der Ableitung von Empfehlungen für die Projektpraxis. Although projects are important means for strategy formulation and implementation, the discipline of project management focuses mainly on operational issues. This article therefore presents the results of a study on the strategic dimensions of projects. We asked corporate executives about the strategic role of projects and on how top management can create organizational project competence. We caonclude by deriving implications for project management practice. Keywords: wissenstransfer, wissensmanagement, projektstrategie, projektintensität, projektifizierung

scholarly journals M&As get another assist: when CEOs add intuition to the decision mix

2019 ◽  
Vol 41 (3) ◽  
pp. 57-65 ◽  
Author(s):  
Hannu Kuusela ◽  
Siiri Koivumäki ◽  
Mika Yrjölä
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Group Interactions ◽  
Content Type ◽  
Individual Level ◽  
Top Executives ◽  
Positive Effects

Purpose The purpose of this paper is to analyze the use of intuition in successful merger and acquisition (M&A) decisions. M&As are strategic decisions that can create growth, open up new markets and strengthen the company’s position and competence portfolio. Strategic decisions involve, by their very nature, considerable investments and have company-wide and long-lasting implications. At the same time, the decision-makers have access to large amounts of data from various sources, but these data are often uncertain and inaccurate and entail numerous assumptions. Therefore, M&A decisions are only rational to a degree, and emotional elements, such as intuition, likely play a significant role. Design/methodology/approach Acknowledging how critically important, but also how difficult, M&As are, the authors analyzed nine instances (cases) of successful acquisitions, in which the executives believed that the role of intuition was critical. Findings The findings show that intuition in strategic decision-making emerges on three levels: individual, collective and environmental. Practical implications This paper encourages top executives to proactively acknowledge and take advantage of intuition in their strategic decision-making. It proposes a framework to help with these endeavors. Originality/value This paper contributes by highlighting that intuition is not just a factor on an individual level; it can also surface from group interactions as well as the environment. Surprisingly, all the executives interviewed spoke of the positive effects that intuition can have on acquisition decisions. This is in contrast to the dominant view that considers intuition as nonrational and even as a form of bias.

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