scholarly journals The strategist thought: granted factors in the strategic decision making of the small and medium enterprises

2009 ◽  
Vol 8 (2) ◽  
pp. 80-106
Author(s):  
Werner Duarte Dalla ◽  
Carlos Alberto Gonçalves ◽  
Reynaldo Maia Muniz
Keyword(s):  
Decision Making ◽  
Organizational Behavior ◽  
Organizational Performance ◽  
Small And Medium Enterprises ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Internal Factors ◽  
Intangible Resources ◽  
Medium Enterprises

The organizational behavior is linked to the strategic decision-making, carried through its main decision-makers, called “strategists”. This behavior, in organizational daily actions or planning, shifts its performance to consider market and tangible and intangible resources. The present study aimed to contribute in the understanding of how these actors formulate their strategies, build their heuristics, to manage their firms to improve organizational performance. The RepGrid - Repertory Grid (Kelly, 1955) was chosen as the method, which was undertaken with the Small and Medium Enterprises (SMEs) owners of the footwear area of a relevant cluster production of Nova Serrana-MG - Brazil. The results appointed agent factors of attention, which centralize the decision in the managers or owners, base on financial results, asses actual internal factors so that external sales, and lead to a emergent and less formalized process. 

scholarly journals Strategic Decision Making Based on Information Systems for Improving the Competitiveness of SMEs in The Trade Sector

2018 ◽  
Author(s):  
arasy alimudin ◽  
Achmad Zakki Falani
Keyword(s):  
Decision Making ◽  
Small And Medium Enterprises ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Essential Factor ◽  
Traditional Management ◽  
National Economic ◽  
Trade Sector ◽  
Medium Enterprises ◽  
Information And Technology

The main shortcomings of micro, small and medium enterprises in Indonesia are located into its traditional management system coupled with lack of utilization of information and technology. Economic and trading growth in Surabaya, Malang and Batu are higher compared to national economic and trading growth. Information and technology are essential factor in improving strategic competitiveness of grocery since it can be used to seek information about customer to gain their trust and satisfaction. The present study shows that strategic competitiveness of grocery in Surabaya and Malang is based on service and product quality. Meanwhile, strategic competitiveness in Batu is based on pricing of the product. Utilization of information and technology in making strategic competitiveness decision obtain the same result as conventional statistics analysis.

scholarly journals Strategic Management for Organizational Performance: from Which Come the Mistakes of Strategic Decision-Making

2017 ◽  
Vol 9 (1) ◽  
pp. 291
Author(s):  
Ahdil Imane ◽  
Harrizi Driss
Keyword(s):  
Decision Making ◽  
Strategic Management ◽  
Organizational Performance ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Main Function ◽  
Current Context ◽  
Fierce Competition

The current context of organizations is marked by changes or even dramatic changes. The main function of decision-makers becomes increasingly difficult and complex. At the same time, performance has become one of the most important topics within companies. That is why management and economics have addressed this central issue. Faced with a turbulent environment characterized by rough and fierce competition, guaranteeing performance and above all maintaining it becomes a strategic priority, which is why strategic management will be called upon. So our article will deal first with the performance of companies and the role of strategic management in this sought-after performance; and the precautions to be taken into account in strategic decision-making. To do this, we will begin our research by the conceptual framework of performance, to justify the contribution of strategic management in the performance of the company. The paper will conclude with an analysis of strategic decision-making and recommendations. The methodology used in this paper is a literature review.

scholarly journals Strategic decision-making under ambiguity: a new problem space and a proposed optimization approach

2020 ◽  
Vol 13 (3) ◽  
pp. 1231-1251
Author(s):  
Richard J. Arend
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Optimization Approach ◽  
Problem Space ◽  
Competitive Environments ◽  
Ex Ante ◽  
Made In

AbstractThe existence of ambiguity presents a challenge to decision-makers as it eliminates the ability to apply standard optimization approaches, such as those based on calculating the objective expected values of alternative actions. In reality, ambiguity arises in most strategically important decisions in some form because of the genuine limits on the decision-maker’s rationality and on the information available about the alternatives and the future. To address that reality, we define such problems as strategic decision-making under ambiguity where choices over resource investments must be made in competitive environments where possible outcomes and their payoffs are known ex ante, but the probabilities of such outcomes are unknowable ex ante. We outline a multi-step, logical approach for addressing such problems in theory with the goal of providing an improved basis for practical decisions that should increase organizational performance.

scholarly journals Knowing Yourself and Knowing the Others

2021 ◽  
pp. 121-139
Author(s):  
Xiu-bao Yu
Keyword(s):  
Decision Making ◽  
Deep Understanding ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
External Information ◽  
Basic Information ◽  
Resources And Capabilities

AbstractThis chapter introduces the basic information for the need of strategic decision-making, including internal key information of the organization, external information. Strategic decision makers are required to conduct analysis and have a deep understanding of the industry trend and of the organization resources and capabilities.

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.

scholarly journals Toward Better Design-Related Decision Making: A Proposal of an Advanced OODA Loop

2019 ◽  
Vol 1 (1) ◽  
pp. 2387-2396
Author(s):  
Mattia Vettorello ◽  
Boris Eisenbart ◽  
Charlie Ranscombe
Keyword(s):  
Decision Making ◽  
Divergent Thinking ◽  
Abductive Reasoning ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Under Uncertainty ◽  
Alternative Strategies ◽  
Left Behind ◽  
Lateral Thinking

AbstractTo be successful in innovation, organisations need to be dynamically adaptable to novel situations to avoid getting ‘left behind’. Yet, they face vast uncertainties stemming from unforeseeable technological shifts or future user and market behaviour, making strategic decision-making on innovation an extremely difficult task. Decision-makers thus increasingly try to control or shape the future, rather than foresee it. This includes thinking ahead and generating potential pathways that will make an innovation viable. This captures the essence of designerly ways of thinking in reasoning toward ‘what might be’. Extant literature has been reviewed that discusses alternative strategies how this future-oriented thinking can be applied to become better at selecting novel ideas for development. We observe parallels between divergent thinking, abductive reasoning, analogising and lateral thinking suggested by different authors in this process. The paper continues to propose how these key mechanisms can be embedded within an existing framework for decision-making under uncertainty, the ‘OODA Loop’, which has seen increasing uptake in such decision-making scenarios.

Analysis of Business Intelligence Solutions in the SME Sectors

2015 ◽  
Vol 795 ◽  
pp. 123-128
Author(s):  
Leszek Kiełtyka ◽  
Klaudia Smoląg
Keyword(s):  
Decision Making ◽  
Business Intelligence ◽  
Complex Analysis ◽  
Small And Medium Enterprises ◽  
Decision Makers ◽  
Current Events ◽  
Decision Making Processes ◽  
Barriers To Implementation ◽  
Medium Enterprises ◽  
Support Decision Making

Business intelligence (BI) solutions are aimed to help managers make decisions in enterprises. Through complex analysis, decision-makers are supported in building strategies of operation. Managers in small and medium-sized enterprises (SME) are also becoming more aware of the fact that conventional methodology of analysis of current events is insufficient. Therefore, the need arises for using the solutions that support the processes of data analysis, finding relationships between each other or pointing to important tendencies and anomalies. These systems were primarily oriented at larger enterprises. However, BI solutions are more and more often adjusted to SME enterprises, offering a complex tool to support decision-making processes. This paper presents key stages in evolution of BI systems and characterizes selected BI systems dedicated to small and medium enterprises (SMEs). Substantial barriers to implementation of BI systems in SMEs were also indicated.

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