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How do decision styles differ from leadership or management styles? This question is addressed by considering situational variables, the decision process itself and a variety of decision style models. The authors conclude that the decision style approach has many applications and is a highly effective management tool.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

This is a report on a survey investigating the work and backgrounds of women architects in order to identify factors influencing success, as measured by salary and self‐assessment. The relationship between their decision styles and values were also examined.

Women architects in the USA are generally satisfied with their work and feel that they are successful. Responses to a mailed survey form sent to women members of the American Institute of Architects throughout the USA allows a clear and unique profile of the woman architect to emerge. It appears that women architects have different values to women in general, and to women managers; but close to women engineers' values (with the exception of aesthetic value). There are, however, still many obstacles to be overcome by women architects before they achieve parity of treatment with their male counterparts.

Over the last two decades, there have been considerable changes in the business environment because of the use of information technology, modern communication means, and market globalization. Because of these changes, competition augmented and each organization started to search for the most efficient use of resources to dominate markets or at least to keep their market shares. To manage organizations in such complicated environments, managers need a lot of imperative precious information. Some arguments have been made regarding the ability of accounting systems to provide the new information requirements. This stimulated a stream of studies in an attempt to improve accounting systems and accounting information to serve the new management requirements. Some of these studies merged the accounting with the organizations’ strategic management in a new theme called “Strategic Accounting”. This paper concentrates on the concept of Strategic Accounting (SA) as a field and demonstrates how strategic management approaches affect the information developed by accounting systems. The paper illustrates definitions of SA, SA development stages, approaches that merge accounting with strategic management, and the effect of each of these approaches on the information that accounting systems provide to support organizations’ strategic management.

This research suggests that strategic thinking can be measured depending on cognitive logic. By developing Jung’s model, we can reach a new model, which consists of five thinking types of human beings. The strategic thinking type stands at the central part of this model. This is due to the fact that this type of thinking, which has become essential to every modern manager, is the function of all other types of thinking. A strategic thinker is the main changing agent in every organization. The cognitive approach applied refers to thinking as a bridge between the environment and observed behavior. Behavior is a direct reflection of thinking. It is not just a reflection of environment and its stimulus, as behaviorists believe. Strategic process matches cognitive logic much more than behavior logic does. Depending on (Z) test, we can statistically define the area of the type of strategic thinking. This area shows that strategic thinking is a unique type of thinking which can be measured through a combination of attitudes measurement and thinking process measurement. The validity of this model is checked by the strategic change attitudes of the respondents. The result shows that the measurement of strategic thinking suggested by our model is valid. Nevertheless, the researchers believe that this result can not be fullproof unless more research tests their claims.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.

This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.

The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.

This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.