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The purpose of this paper is to explore the system requirements model. According to the concept of loss costs of Type I and Type II errors, it can define the optimal decision line, and reduce overall loss costs. Moreover, it can decrease the probability of Type I and Type II error by the systems thinking, and it can effectively reduce overall loss costs.

The paper proposed a system demand model and constructed a decision‐making system thinking model as well as a decision‐making performance management model using the principle of system demand. Types of decision‐making errors were analyzed to set judgments on the error risk and establish a model of improvement evaluation key factors, in order to reduce decision‐making error risk and enhance decision quality. It also constructed the improved decision‐making to assess the key factors, to reduce the risk of making errors in order to improve the quality of decision‐making.

Optimistic decision‐makers (risk takers) tend to make Type II errors, whereas pessimistic decision makers (conservatives) tend to make Type I errors. Financial depressions are the time for optimistic decision makers (risk takers) and boom periods are the time for pessimistic decision makers (conservatives).

The concept of the loss cost of two decision‐making errors and related cost function models were proposed. Decision makers could make decisions with a more stable model, taking into consideration false alarms and the cost function of errors in order to determine the position of the decision‐making line. It could effectively reduce decision‐making error costs and increase the precision of decision‐making.

This paper investigates how individuals' decision-making approach and perceptions of a game's cognitive realism affect the performance of virtual businesses in a web-based simulation game.

Survey data are collected from 274 business simulation game users and is analysed using the fsQCA technique.

The study identifies three alternative pathways to high and low performance in a business simulation game. Results indicate that a flexible decision-making approach exists in all high performance pathway solutions. Where a game is perceived to be realistic, a more focused decision-making approach is associated with high performance. However, where perceived cognitive realism is absent, a less focused experimental decision-making approach is employed, which increases the chances to achieve low performance. Finally, perceived cognitive realism and an experimental decision-making approach are found to be mutually exclusive for achieving high performance.

Whilst the learning benefits of web-based simulation games are widely acknowledged, the complex interplay amongst factors affecting performance in games is under-researched. Limited research exists on how perceptions of a game's cognitive realism interact with user decision-making approaches to affect performance.

The purpose of this paper is to analyze the extensive literature on blockchain technology (BT) and human resource management (HRM) in enterprises and set the future scope of research in the adoption of BT in HRM.

A framework-based review of the literature (Callahan, 2014; Paul and Criado, 2020) is adopted for the present study. The 6 W-Framework developed by Callahan (2014) is used for the development of a conceptual framework on BT and HRM and could address HRM issues through the applications of BT.

This study focused on the major HR issues, i.e., regulation, staffing and development, and change management. These issues were categorized into sub-categories. The major implementation of BT in HRM is highlighted. The study developed a framework to aid HR professionals in implementing blockchain in the decision-making process of HRM.

The current study is limited to the bias on the part of employers in providing feedback and data feeding. Blockchain being at its infancy stage did not allow much of pieces of literary works to be introduced.

Implementation of ledger technology in managerial functions will reduce the time, money and effort required by potential recruiters and HR professionals. Using this technology, the time and cost required to verify and sort the right potential can be reduced.

The present work offers benefits to HR professionals and practitioners by expediting the process of effective decision-making of HRM employing BT.

Performance measurement systems (PMSs) have long been used for monitoring and improving administrative performance. In parallel, organizational ambidexterity refers to firms that manage different organizational functions and various demands to generate performance. The purpose of this paper is to propose that three dimensions of PMS increase organizational ambidexterity and consequently they influence organizational performance. In this framework, organizational ambidexterity mediates the relationships between three dimensions of PMS and organizational performance.

The data were collected through a structured questionnaire sent to Brazilian software companies. Owners, directors, project managers and responsible for company strategy answered the questionnaire. The final sample was 227 Brazilian software firms that answered according to their PMSs and organizational ambidexterity.

The results provide four main findings. First, the three dimensions of PMS, namely—attention focus, legitimization and strategic decision-making—influenced organizational ambidexterity. Second, organizational ambidexterity had a major effect on organizational performance. Third, organizational ambidexterity mediated the indirect effects of attention focus, legitimization and strategic decision-making on organizational performance. Fourth, exploration and exploitation—two dimensions of organizational ambidexterity—mediated the indirect effect of the abovementioned PMS dimensions on organizational performance.

Although there are different dimensions of organizational ambidexterity, this paper is limited to two of the most used ones: exploitation and exploration. In addition, the results were limited to subjective—in contrast to objective—performance measures.

Software companies can use PMS for attention focus, legitimization of firm’s choices and strategic decision-making to increase their exploration and exploitation capabilities. Moreover, software companies can use strategic decision-making to control existing strategies and establish new strategies for legitimizing ambidextrous choices and thereby support their decision-making process.

The data showed that not only organizational ambidexterity mediates the effects of the three dimensions of PMS use on performance, but also exploration and exploitation.

This paper proposes an integrated knowledge visualization and digital twin system for supporting strategic management decisions. The concepts and applications of strategic architecture have been illustrated with a concrete real-world case study and decision rules of using the strategic digital twin management decision system (SDMDS) as a more visualized, adaptive and effective model for decision-making.

This paper integrates the concepts of mental and computer models and examines a real case's business operations by applying system dynamics modelling and digital technologies. The enterprise digital twin system with displaying real-world data and simulations for future scenarios demonstrates an improved process of strategic decision-making in the digital age.

The findings reveal that data analytics and the visualized enterprise digital twin system offer better practices for strategic management decisions in the dynamic and constantly changing business world by providing a constant and frequent adjustment on every decision that affects how the business performs over both operational and strategic timescales.

In the digital age and dynamic business environment, the proposed strategic architecture and managerial digital twin system converts the existing conceptual models into an advanced operational model. It can facilitate the development of knowledge visualization and become a more adaptive and effective model for supporting real-time management decision-making by dealing with the complicated dependence of constant flow of data input, output and the feedback loop across business units and boundaries.

This study aims to explore the effects of performance management systems’ (PMS) perceived accuracy on employees’ motivation. More specifically, this study draws on motivation crowding theory and self-determination theory to hypothesize the relationships between perceived PMS accuracy and intrinsic and extrinsic motivation and introduce two contextual moderating factors: participation in decision-making and task uncertainty.

Data were collected through a questionnaire distributed to a sample of local government employees. Data were collected longitudinally over two measurement waves (T1 and T2), each separated by a four-month lag.

The results revealed that perceived PMS accuracy is positively associated with both intrinsic and extrinsic motivation, and participation in decision-making and task uncertainty both positively moderate the relationship between perceived PMS accuracy and extrinsic motivation.

This study contributes to clarifying the relevance of perceived PMS accuracy and the role played by significant contextual variables and offers recommendations to help design and implement PMS more effectively.

Managers are increasingly looking to adopt the Internet of Things (IoT) to include the vast amount of big data generated in their decision-making processes. The use of IoT might yield many benefits for organizations engaged in civil infrastructure management, but these benefits might be difficult to realize as organizations are not equipped to handle and interpret this data. The purpose of this paper is to understand how IoT adoption affects decision-making processes.

In this paper the changes in the business processes for managing civil infrastructure assets brought about by IoT adoption are analyzed by investigating two case studies within the water management domain. Propositions for effective IoT adoption in decision-making processes are derived.

The results show that decision processes in civil infrastructure asset management have been transformed to deal with the real-time nature of the data. The authors found the need to make organizational and business process changes, development of new capabilities, data provenance and governance and the need for standardization. IoT can have a transformative effect on business processes.

Because of the chosen research approach, the research results may lack generalizability. Therefore, researchers are encouraged to test the propositions further.

The paper shows that data provenance is necessary to be able to understand the value and the quality of the data often generated by various organizations. Managers need to adapt new capabilities to be able to interpret the data.

This paper fulfills an identified need to understand how IoT adoption affects decision-making processes in asset management in order to be able to achieve expected benefits and mitigate risk.

The aim of this research is to provide an approach for modeling system risk management and to develop an analytic hierarchy process (AHP)-based model for simulating decisions on introducing innovations in air transport systems.

The paper proposes AHP and analytic network process (ANP) methodologies for overcoming fragmentation in risk assessments perceived by risk, budget, quality or schedule managements, and for resolving potential conflicts between safety, efficiency and well-being.

Issues in system risk evaluation and management were identified and transferred to a list of requirements. A generic ANP-based model for system risk management was developed as well as a template for capture of knowledge on risks, including expert knowledge, and for implementation of a new decision-making process as applied to introducing innovation(s).

Since this research addresses evaluation and management of non-event based risks due to innovations in air transport systems, further analysis and re-evaluation of risks is required during and after the implementation in order to provide continuously dynamic representation of system risk.

The results of this study contribute to the development and implementation of a usable version of multi-criteria decision analysis at senior management level. Further, it stimulates mechanism for learning and trade-offs between various stakeholders.

This work is original in that it is cross-disciplinary (e.g. risk management, management of innovation, systems design). It addresses the issue of integrating a safety management system with an overall business management system. Also, it introduces qualitative non-event risk assessments into system risk management. In addition to the use of the AHP-model for system risk management, an implementation model (“risk stakeholder model”) is also developed.

Based on the contingency theory and resource-based view, this study develops and tests a moderated mediation model explaining the performance implications of the interaction between the accountants’ participation in strategic decision-making (APAR) and accounting capacity (ACAP) in promoting the use of management accounting systems (MAS) toward enhancing firm performance.

Using partial least squares structural equation modeling, the authors tested the proposed model and its hypotheses with survey data from 340 large Vietnamese firms.

The results indicate that (1) MAS act as the full mediator in the positive relationship between APAR and firm performance, and (2) ACAP positively moderates the effect of APAR on the use of MAS.

This study bridges the gap between accounting and strategic management literature by elucidating the mechanism by which the involvement of accountants in strategic issues improves the use of MAS toward enhancing firm performance and increases the current understanding of ACAP as a boundary condition for this mechanism.

The purpose of this paper is to examine the behavior of decision makers in portfolio management meetings on innovation projects and to study decision‐making behavior at these meetings.

The paper is based on the case‐study approach; a theoretical framework is derived from sociology to direct the analysis of a portfolio management meeting. Four factors explain the behavior of decision making: the portfolio models as defined by organizational rules; issues related to the organizational context; a tendency to behave as others expect and to make appropriate decisions; and organizational learning processes.

The paper finds that the set of rules for conducting portfolio meetings was only partially followed. The identity of decision makers was not as calculating actors, but was shaped and influenced by four things: the formal system and rules, observations of others, the organizational context, and organizational learning. Systems other than the portfolio management systems compete for the decision makers' attention, as multiple criteria are manifest. Signals from top management influenced the decision makers' interpretations of the organizational context and framed the decision making. As learning showed decision makers what behavior was acceptable, this behavior seems to be further enforced. Decision making thus becomes more a matter of making appropriate decisions than of optimal or rational decision making.

The study is limited to a single case study in one organization. Replications among other samples are needed to validate current findings.

This paper presents a framework for understanding how portfolio decision making is shaped and molded through appropriate decision making rather than by following the normative calculative approach. In practice, the decision maker must deal with multiple factors and criteria that make it difficult to carry out a traditional rational decision‐making process. Still, the functions of decision making meetings can extend beyond decision‐making. They may also serve as social occasions and as occasions for interpreting possible actions and sharing that information, making it possible to make appropriate decisions. Decisions are thus a construct rather than a calculative outcome.