Search results

The purpose of this paper is to develop a decision matrix for green project management processes (GPMPs) in commercial construction projects. GPMPs can assist in decoding all of the information required to make green-conscious decisions at various stages of a project.

Integrate the environmental factors into the traditional project management processes (PMPs) of major construction projects. The integrated product is worked into a process index, and the analytical hierarchy processes (AHP) method is used to prioritize the GPMPs according to pre-set criteria.

Research established the theoretical backing of green practices integration in the traditional PMPs, by creating an AHP weighted GPMP index that is linked to usable decision matrix.

Develops a fresh methodology to facilitate green decision-making in the project management of commercial construction projects.

Posits that a process perspective on strategic decision making is more likely to yield a successful outcome. Conceives the strategic decision‐making process as a composite of the concept of strategic gap and the managerial decision‐making process. Presents six examples of real‐world strategic decision in support of a process approach to the making and implementing of such decisions. The evidence in support of a process perspective on strategic decision making suggests a need for further research and exposition of this critically important subject.

The purpose of this paper is to compare service outsourcing decisions between public and private organizations and against a theoretical decision-making framework to both understand differences across the sectors and to provide an outsourcing framework more suitable specifically for outsourcing (and for the public sector).

Multiple case studies, i.e. a study of phenomena (here outsourcing process) at various sites is used as an approach.

Findings indicate that public sector organizations are trailing behind private sector organizations in how the decision-making process is conducted and resourced. The authors suggest regular evaluation of service functions internally as a starting point for the outsourcing service decision-making process. Additionally, the market analysis should be done prior to cost analysis and benchmarking as the availability of suppliers more qualified than the internal process defines the make or buy decision.

The newly developed framework based on empirical evidence includes the following phases: regular evaluation of service functions, market analysis, cost analysis and benchmarking and evaluating relevant service activities. Applying the framework improves the efficient delivery of outsourced public services and brings public sector outsourcing closer to the professionalism currently present in the private sector.

Choosing between in-house and outsourced service delivery is a fundamental decision in both private and public sector organizations. Previous outsourcing research has mostly focused on the private sector, with limited focus on the public sector’s outsourcing processes, yet understanding of the service outsourcing process is important in ensuring organizational competitiveness and cost efficiency.

The purpose of this paper is to propose that adoption of new ideas is a more involved cognitive process than has been recognised and this paper seeks to redress the trivialisation of ideas as emerging management ideas (“fads”). The embracing of “fads” for performance improvement and competitive advantage has received considerable attention in the academic literature, resulting in a rather one-sided view.

Cognitive decision-making, evidence-based management and complexity theory are examined to illustrate cognitive process, skills and experiences used when making decisions and several propositions are derived from these ideas.

An conceptual model of “fad” adoption, integrating the ideas and propositions is presented. This model provides a more pragmatic examination of “fad” adoption decisions and encourages an in depth consideration of their introduction. The model offers a more sophisticated, focused tool for examining the adoption of new management ideas and provides a springboard from which more detailed, integrated models can be developed, and hopefully will stimulate discussion. Implications for theory and practice are also considered.

Examination of the literature on management “fads” revealed significant material that focused on the negative aspects of “fad” adoption, but an absence of material that examined how manager’s made their adoption decisions. This paper, therefore, provides a valuable contribution to both theory and practice by examining factors which contribute to how and why management decisions to adopt “fads” are made and develops a model to illustrate how these are integrated to contribute to the process of decision-making.

This paper first aims to examine how business process change decisions (BPCDs) were implemented in a government organisation bound by tightly coupled temporal constraints (TTCs). Second, it focuses on how to achieve optimal and efficient BPCDs that require tight compliance with regulators’ temporal constraints. Finally, it formulates a rigorous framework that can facilitate the execution of optimal BPCDs with maximum efficiency and minimal effort, time and cost.

Decision-making biases by individuals or groups in organisations can impede optimal BPC implementation; to demonstrate this, a case study is investigated and the formulated framework is applied to tackle these failings.

The case study analysis shows 76 per cent of the BPCDs implemented were inefficient, mostly because of poor decisions, and these resulted in negative ripple effects. In response, the newly developed hierarchical change management structure (HCMS) framework was used to empower organisations to execute high-velocity BPCDs, enabling them to handle any temporal constraints imposed by regulators or other exogenous factors. The HCMS framework was found to be highly effective, scoring an average improvement of more than 100 per cent when measured using decision quality dimensions. This paper would be of value for business executives and strategic decision makers engaging with BPC.

The HCMS framework has been applied in a single case study as a proof of concept. Future research could extend its application to broader domains that have multi-attribute structures and environments. The evaluation processes of the proposed framework are based on subjective metrics. Causal links from the framework to business process metrics will provide a more complete performance picture.

The outcome of this research assists in formulating a systematic BPCD framework that is otherwise unavailable. The practical use of the proposed framework would potentially impact on quality outcomes for organisations. The model is derived from decision trees and analytical hierarchical processes and is tailored to address this problematic area. The proposed HCMS framework would help organisations to execute efficient BPCDs with minimal time, effort and cost. The HCMS framework contributes to the academic literature on BPCD that leverages diverse stakeholders to engage in BPC initiatives.

The research presents a novel framework –HCMS – that provides a platform for organisations to easily determine and solve hierarchical decision structure problems, thereby allowing them to efficiently automate and institutionalise optimal BPCDs.

The purpose of this paper is to investigate the effects of self-efficacy, process feedback and task complexity on decisions by managers to continue or discontinue a new product after receiving negative performance feedback.

This paper uses a classroom experiment design and uses logistic regression and a chi-square test to analyze the data.

The findings of this paper show that self-efficacy, process feedback and task complexity have not only main effects but also interactive effects on managers’ go or no-go decisions; further, the main effects are mediated by interactions. The effect of self-efficacy is moderated by process feedback and task complexity. Process feedback and task complexity also have an interactive effect on decisions about new products by decision-makers.

This paper extends the theory of escalation of commitment (EOC) by showing that self-efficacy, process feedback and task complexity can influence decision-makers’ go or no-go decisions after they have received negative performance feedback.

This paper provides useful guidelines for managers on how to reduce the likelihood of EOC.

The originality and value of this paper lie in its being the first to examine the effects of process feedback and task complexity on the EOC.

This paper aims to critically review the underlying assumptions and theoretical conceptualizations of duality theories in general. In particular, the paper seeks to augment McCabe et al.’s (2016) reconceptualization of consumer decision-making in tourism. Additionally, the paper offers an integrated duality theory model.

A critical discussion of the basic assumptions, recent advances and constructive criticism of duality theories found in the extant literature prefaces a detailed account of McCabe et al.’s (2016) new general tourist choice model. The author enriches and expands the conceptualization of this model and offers an advanced dual-process theoretical framework for decision-making with a broader range of variables, greater versatility, and suggestions for future research.

The findings indicate mental processes with broader external inputs (stimuli) with possible outputs (decisions/behaviors) warrant inclusion and expansion in a fulsome dual-systems model of tourist decision-making.

This research study adds to the literature of duality theories in consumer decision-making. While factors, contexts, personal preferences and other dimensions in the tourism industry are and will continue to be fluid over time, this study offers an integrated decision-making framework that provides clear linkages that mark pathways for new developments, future research and practitioner applications.

The integrated duality theory framework enables researchers and destination management organizations managers to acquire enhanced explanatory and predictive value of tourism decision-making, which can lead to offering improved products/services. The model’s emphasis on simultaneous engagement of both heuristic and analytic dual processes reflects fundamental human nature; decision-making can be “both/and” as well as “either/or” with heuristic and analytic processes.

Studies of UK and US property investment markets have historically portrayed the decision‐making process as an exercise in rational analysis. This notion is fundamentally flawed as the concept of a perfect market has limited applicability to the real world context in which property investment decisions are taken. Investment decision‐making is neither clinical nor methodical but is undertaken by imperfect players in imperfect markets using imperfect information. The purpose of this paper is to explore the decision making processes of investors.

A normative‐behavioural framework incorporating heuristics is used, a technique whose application in property research has previously been limited to valuation. The empirical vehicle for the research was an exploration of the spatial dimension of office property investment in different European contexts.

The findings of in‐depth case studies of investment decision‐making in France, Germany and the UK indicate that the decision‐making process, as perceived by institutional investors, does not deviate significantly from normative models. However, investors tend to “collapse down” the decision‐making process, taking shortcuts to achieve (in some cases, predefined) investment outcomes. These short‐cuts potentially leave the decision‐making process open to the influence of bias, judgement and sentiment.

This study represents the first attempt to explore, empirically and in detail, the property investment decision‐making process.

A total of 41 top executive managers in large organizations/enterprises were interviewed about factors affecting their demands on, attitudes towards and use of, information and communication technology (ICT) when making strategic decisions in their work. Poor knowledge management, i.e. poor possibilities to store, reuse, and share knowledge in an organized and disciplined way due to inefficient ICT, was reported to be an obstacle in supporting the decision‐making process effectively. Problems with accessibility, accuracy and trust of the information in the ICT‐systems were prevalent. Furthermore, ICT did not provide much help with respect to the necessary social interactions in the decision‐making process. Implications of these findings are discussed for the design of future decision‐support systems.

The purpose of this paper is to investigate the effect of three important group process variables, namely, agreement-seeking behavior, group trust, and cognitive diversity, on decision outcomes. In addition, it seeks to examine the role of process conflict as a moderator in the relationship between agreement-seeking behavior and team effectiveness; agreement-seeking behavior and decision commitment; cognitive diversity and team effectiveness; and cognitive diversity and decision commitment.

Using a structured survey instrument, this paper gathered data from 160 students enrolled in a strategic management capstone course that features strategic decision making in a simulated business strategy game. The data from 41 teams were collected from the student population using a carefully administered instrument, and the data were aggregated only after appropriate inter-rater agreement tests were run.

Results show that the group process variables are positively related to decision outcomes. The data support the view that process conflict acts as a moderator in the relationship between agreement-seeking behavior and team effectiveness and decision commitment. Further, the results support that cognitive diversity has a positive impact on decision commitment and team effectiveness. Process conflict, which acts as a deterrent, is outweighed by the presence of agreement-seeking behavior.

Since the present research is based on self-report measures, the limitations of social desirability bias and common method bias are inherent. However, sufficient care is taken to minimize these limitations. The research has implications for both the conflict management and strategic decision-making process literatures.

This study contributes to both practicing managers and the strategic management literature. The study suggests that administrators should select those teams who are prone to agreement-seeking behavior; and team members who trust one another. Administrators need not unduly avoid process conflict because diversity in opinions and thinking and agreement-seeking behavior outweigh the negative effects of process conflict.

The findings from the study will be useful for creating congenial social environment in the organizations.

This study provides new insights about the previously unknown effects of process conflict in strategic decision-making process.