Managing Executive Information Systems for Strategic Intelligence in South Africa and Spain

2007 ◽  
pp. 87-109 ◽  
Author(s):  
U. Averweg ◽  
J. Roldán
Keyword(s):  
South Africa ◽  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Executive Information Systems ◽  
Strategic Intelligence ◽  
Computer Based ◽  
Executive Decision Making ◽  
The Right ◽  
Practical Implications

Strategically important information for executive decision-making is often not readily available since it may be scattered in an organization’s internal and external environments. An executive information system (EIS) is a computer-based technology designed in response to specific needs of executives and for decision-making. Executives having the “right” information for strategic decision-making is considered critical for strategic intelligence (SQ). SQ is the ability to interpret cues and develop appropriate strategies for addressing the future impact of these cues. In order to gauge the current situation in respect of information in an EIS and for managing future EIS development, the authors research EIS in organizations in two selected countries: South Africa and Spain. From their EIS study, parallelisms and differences are identified and implications for SQ are discussed. Some practical implications for future EIS development are given. The authors suggest these should be considered so that SQ for executive decision-making is facilitated.

Managing Executive Information Systems for Strategic Intelligence in South Africa and Spain

2011 ◽  
pp. 1274-1296
Author(s):  
Udo Richard Averweg ◽  
Jose L. Roldan
Keyword(s):  
South Africa ◽  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Executive Information Systems ◽  
Strategic Intelligence ◽  
Computer Based ◽  
Executive Decision Making ◽  
The Right ◽  
Practical Implications

Strategically important information for executive decision-making is often not readily available since it may be scattered in an organization’s internal and external environments. An executive information system (EIS) is a computer-based technology designed in response to specific needs of executives and for decision-making. Executives having the “right” information for strategic decision-making is considered critical for strategic intelligence (SQ). SQ is the ability to interpret cues and develop appropriate strategies for addressing the future impact of these cues. In order to gauge the current situation in respect of information in an EIS and for managing future EIS development, the authors research EIS in organizations in two selected countries: South Africa and Spain. From their EIS study, parallelisms and differences are identified and implications for SQ are discussed. Some practical implications for future EIS development are given. The authors suggest these should be considered so that SQ for executive decision-making is facilitated.

Understanding how the contextual variables influence political behaviour in strategic decision-making

2014 ◽  
Vol 7 (3) ◽  
pp. 226-250 ◽  
Author(s):  
Said Elbanna ◽  
Ioannis C. Thanos ◽  
Vassilis M. Papadakis
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Empirical Examination ◽  
Content Type ◽  
Political Behaviour ◽  
Practitioner Education ◽  
The Impact ◽  
Practical Implications

Purpose – The purpose of this paper is to enhance the knowledge of the antecedents of political behaviour. Whereas political behaviour in strategic decision-making (SDM) has received sustained interest in the literature, empirical examination of its antecedents has been meagre. Design/methodology/approach – The authors conducted a constructive replication to examine the impact of three layers of context, namely, decision, firm and environment, on political behaviour. In Study 1, Greece, we gathered data on 143 strategic decisions, while in Study 2, Egypt, we collected data on 169 strategic decisions. Findings – The evidence suggests that both decision-specific and firm factors act as antecedents to political behaviour, while environmental factors do not. Practical implications – The findings support enhanced practitioner education regarding political behaviour and provide practitioners with a place from which to start by identifying the factors which might influence the occurrence of political behaviour in SDM. Originality/value – The paper fills important gaps in the existing research on the influence of context on political behaviour and delineates interesting areas for further research.

Information and reformation in KM systems: big data and strategic decision-making

2017 ◽  
Vol 21 (1) ◽  
pp. 71-91 ◽  
Author(s):  
Ali Intezari ◽  
Simone Gressel
Keyword(s):  
Decision Making ◽  
Big Data ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Content Type ◽  
For Profit ◽  
Not For Profit ◽  
Advanced Analytics ◽  
Practical Implications

Purpose The purpose of this paper is to provide a theoretical framework of how knowledge management (KM) systems can facilitate the incorporation of big data into strategic decisions. Advanced analytics are becoming increasingly critical in making strategic decisions in any organization from the private to public sectors and from for-profit companies to not-for-profit organizations. Despite the growing importance of capturing, sharing and implementing people’s knowledge in organizations, it is still unclear how big data and the need for advanced analytics can inform and, if necessary, reform the design and implementation of KM systems. Design/methodology/approach To address this gap, a combined approach has been applied. The KM and data analysis systems implemented by companies were analyzed, and the analysis was complemented by a review of the extant literature. Findings Four types of data-based decisions and a set of ground rules are identified toward enabling KM systems to handle big data and advanced analytics. Practical implications The paper proposes a practical framework that takes into account the diverse combinations of data-based decisions. Suggestions are provided about how KM systems can be reformed to facilitate the incorporation of big data and advanced analytics into organizations’ strategic decision-making. Originality/value This is the first typology of data-based decision-making considering advanced analytics.

Programmable Automation and the Locus of Decision-Making Power

1999 ◽  
Vol 25 (1) ◽  
pp. 29-53 ◽  
Author(s):  
Paul D. Collins ◽  
Lori Verstegen Ryan ◽  
Sharon F. Matusik
Keyword(s):  
Decision Making ◽  
Longitudinal Study ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Market Conditions ◽  
Decentralized Decision Making ◽  
Computer Based ◽  
Operating Decisions ◽  
Locus Of Decision

Computer-based technology is often credited with making decentralized decision-making possible, helping firms to respond rapidly to changing market conditions. Research on this subject, however, shows contradictory effects: some studies support decentralization and others support centralization. This longitudinal study examines how one form of computer-based technology, programmable automation (PA), affects centralization. Unlike previous studies, it attempts to clear up some of the confusion surrounding technology’s effect on centralization by distinguishing between strategic and operating decisions, and between decision-making authority and influence. As expected, PA flattened the hierarchy. It had no effect on strategic decision-making power, but surprisingly, did influence centralized line-operating authority and influence. This finding is particularly striking because firms with decentralized line-operating decision-making are more likely to adopt PA.

Strategists who look to both past and future

2015 ◽  
Vol 31 (11) ◽  
pp. 24-26
Keyword(s):  
Decision Making ◽  
Design Methodology ◽  
Reading Time ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Scenario Development ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications ◽  
Scenario Approach

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Strategic decision-making involves sound scenario-based reasoning. This article acknowledges that intuitive logic (IL) is the most widely used approach to scenario development before considering briefly other approaches. The researchers’ own method with its “prospective hindsight” is the strategy scenario approach. This aims to take and build on the best from existing approaches, complementing rather than replacing entirely. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Strategic Decision Making

2021 ◽  
pp. 15-41
Author(s):  
Anju Kamal
Keyword(s):  
Decision Making ◽  
Technical Skill ◽  
Work Design ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Skilled Workers ◽  
Sustained Competitive Advantage ◽  
Individual Outcomes ◽  
The Right ◽  
New Forms Of Work

Digital technologies are changing the nature of work. Through a case, this study demonstrates the adoption of new forms of work in an organization. The HR department of the information technology firm XYZ often finds it a challenge to place resources with the right technical skill set in their projects within the timeframe specified by the clients. The fact that most skilled workers would retire in the next 10 years posed a different issue. The production of error free monthly reports of resource allocations was another challenge. Drawing from ecology theory, this study expands existing theories of strategic decision making in the context of innovation adoption. The study contends that the innovation of platform sourcing by creating a sustained competitive advantage can solve the challenges. The study adopts the lens of work design to understand the effect of technology on individual outcomes and support the implementation of the innovation.

scholarly journals An assessment of strategic decision-making processes among small and micro enterprises in South Africa

2020 ◽  
Vol 20 (1) ◽  
Author(s):  
Roger Gopaul ◽  
Renitha Rampersad
Keyword(s):  
South Africa ◽  
Decision Making ◽  
Data Analysis ◽  
Service Sector ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Analysis Software ◽  
Micro Enterprises ◽  
Data Analysis Software

Orientation: Supporting agencies and small and micro enterprises in South Africa could be endowed with an integrated model that outlines the characterisation and patterns of strategic decision-making in the small and micro service sector that will assist in understanding and improving decision-making to enhance business sustainability and competitiveness.Research purpose: To assess the strategic decision-making process in small and micro service enterprises in South Africa.Motivation for the study: This study was motivated by the factors affecting small and micro enterprise sustainability which included deficiencies in the strategic decision-making process.Research design, approach and method: This study adopted a qualitative approach that captured the social realities of the decision-making process. The data collection techniques include semi-structured interviews of ten (10) respondents, four focus groups with five (5) respondents per group and five (5) businesses chosen for observation. Content analysis was used to analyse the data with the aid of NVIVO data analysis software. The data analysis software was used to organise data and identify themes.Main findings: The process of strategic decision-making is pivoted on the intuitive decision-making tendencies of the business owners which reveal iterative and concurrent characteristics.Practical/managerial implications: The effect of strategic decision-making is identified as a major challenge among small and micro enterprises leading to business failure. The implications of this research relate to identifying the most practical ways in which such decisions are formulated and devising mechanisms to enhance the decision-making process.Contribution/value-add: The pattern of strategic decision-making exhibited a greater tendency towards intuitive decision formulation as opposed to procedural rationality and that those businesses that attempted some form of methodological environmental scan as an influencing factor in the decision-making process adopted more of an assimilated approach in the intuitive-rational decision-making continuum rather than a completely procedural rational mode.

scholarly journals Roles Of Stakeholders In Strategic Decision-Making Of Microfinance Organizations

2010 ◽  
Vol 9 (7) ◽  
Author(s):  
Neema Mori
Keyword(s):  
Decision Making ◽  
Stakeholder Theory ◽  
Low Income ◽  
Financial Services ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Future Research ◽  
Strategic Decisions ◽  
Practical Implications

Microfinance organizations provide financial services to low income people. These organizations have been increasing dramatically worldwide. This increment calls attention for these organizations and their boards to make strategic decisions which enable them perform well and compete with each other. Based on literature, this paper identifies six types of microfinance stakeholders who sit on boards. These are clients, employees, government, donors, creditors and owners. This paper discusses the different roles of these stakeholders when they sit on boards of microfinance organizations and these roles are further explained to show how they contribute to the process of making strategic decisions. Literature on boards, strategic decision-making and stakeholder theory are used as guides in showing how microfinance stakeholders on boards can be advantageous to these organizations, specifically in strategic decision-making. Practical implications, propositions and areas for future research on stakeholders and strategic decisions in microfinance organizations are identified and encouraged.

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