Corporate Control and the Speed of Strategic Business Unit Decision Making

2013 ◽  
Vol 56 (5) ◽  
pp. 1295-1324 ◽  
Author(s):  
Maximilian Kownatzki ◽  
Jorge Walter ◽  
Steven W. Floyd ◽  
Christoph Lechner
Keyword(s):  
Decision Making ◽  
Corporate Control ◽  
Business Unit ◽  
Strategic Business Unit

The post-normal sciences of precaution

2005 ◽  
Vol 52 (6) ◽  
pp. 11-17 ◽  
Author(s):  
J. Ravetz
Keyword(s):  
Environmental Management ◽  
Decision Making ◽  
Corporate Control ◽  
Applied Science ◽  
Normal Science ◽  
High Quality ◽  
Puzzle Solving ◽  
Peer Community ◽  
Quality Decision

After centuries of optimism, science has become problematic and compromised. We can no longer assume that innovations are safe until proven dangerous. The ‘technocratic’ approach to science, with its reductionist methodology and its corporate control, is no longer appropriate. We need a ‘precautionary’ science that will be ‘post-normal’ in character. For this, we contrast ‘applied science,’ like the ‘puzzle-solving’ of Kuhn's ‘normal science’ and the ‘professional consultancy’ like the practice of the surgeon or engineer. Rather, we have a situation where ‘facts are uncertain, values in dispute, stakes high, and decisions urgent.’ For high-quality decision-making, we need an ‘extended peer community’ who will bring their ‘extended facts’ to the dialogue. There are a number of initiatives that advance the post-normal programme, including the endeavours of Poul Harremoës and the conference on Uncertainty and Precaution in Environmental Management.

scholarly journals STRATEGI PENINGKATAN PENJUALAN TIKET PADA PT CITILINK INDONESIA DISTRIK DENPASAR DI BALI

Jurnal IPTA ◽  
2016 ◽  
Vol 4 (2) ◽  
pp. 69
Author(s):  
Nurman Hadipratama ◽  
I Putu Sudana ◽  
I GPB. Sasrawan Mananda
Keyword(s):  
Low Cost ◽  
Business Unit ◽  
Strategic Business Unit ◽  
Low Cost Carrier

PT. Citilink Indonesia berdiri sebagai perusahaan sendiri dan berfokus di segmen Low Cost Carrier pada awal 2011. Citilink dibentuk sebagai sebuah perusahaan yang berdiri sendiri, bukan lagi merupakan Strategic Business Unit dari Garuda. Hal ini bertujuan agar Citilink bisa lebih berkembang dan bersaing secara kompetitif dengan Low Cost Carrier lainnya, dan juga Garuda Indonesia tidak akan menurunkan levelnya untuk bersaing dengan Low Cost Carrier. Untuk menghadapi persaingan tersebut diperlukan strategi dan program alternatif yang melibatkan penumpang dan staff Citilink yang dapat mengetahui lingkungan internal dan eksternal. Teknik pengumpulan data ini digunakan dengan melalui observasi, wawancara, studi kepustakaan dan kuisioner. Berdasarkan analisis skala likert yang dilakukan terhadap lingkungan internal dan eksternal PT.Citilink Indonesia dan dikombinasikan dengan analisis SWOT dapat dterapkan strategi yang dapat diterapkan demi meningkatan penjualan tiket yaitu strategi peningkatan promosi dan memperkuat pangsa pasar, strategi peningkatan saluran distribusi, strategi peningkatan sumber daya manusia, strategi penyesuaian harga dan strategi peningkatan pelayanan.

Divestment Decision-Making: The Role of Business Unit Size

1987 ◽  
Vol 13 (3) ◽  
pp. 483-498 ◽  
Author(s):  
Irene M. Duhaime ◽  
Inga S. Baird
Keyword(s):  
Decision Making ◽  
Business Unit ◽  
Unit Size

Executive Target Bonuses and What They Imply about Performance Standards

2002 ◽  
Vol 77 (4) ◽  
pp. 793-819 ◽  
Author(s):  
Raffi J. Indjejikian ◽  
Dhananjay (DJ) Nanda
Keyword(s):  
Decision Making ◽  
Performance Measures ◽  
Performance Standards ◽  
Measurement Noise ◽  
Business Unit ◽  
Growth Opportunities ◽  
Past Performance ◽  
Negatively Associated ◽  
To Receive

We provide evidence that CEOs' and lower-level business unit executives' target bonuses are negatively associated with a proxy for measurement noise in accounting-based performance measures, and positively associated with proxies for firms' growth opportunities and the extent of executives' decision-making authority. Non-CEO executives' target bonuses are also positively associated with their CEO's target bonus. In addition, we compare executives' actual and target bonuses over two consecutive periods to draw inferences about how firms revise executives' performance standards. If firms adjust performance standards to fully reflect executives' past performance, then we expect an executive's chances of earning an above-target bonus to be independent of his past performance. We find evidence to the contrary; an executive is more likely to receive an above-target bonus if he received an above-target bonus in the prior year than if he did not. This suggests that firms do not adjust standards to fully reflect executives' past performance, consistent with agency-theoretic arguments that a firm can better motivate its executives if it discounts executives' past performance in setting their future compensation.

Sign in / Sign up

Export Citation Format

Share Document