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Neurostrategy is an abductive decision-making process developed from the knowledge generated within the network of decision-makers. It links cognitive style with the team's decisional adaptability in relation to the organization's purpose. Neurostrategy differs from traditional methods, in which it addresses negative utility or decisional trauma, highlighting the variety of interests that are the main cause of team misalignment and allowing for the development of strategies to address them. Neurostrategy enables the classification of strategy deficiencies based on cohesion, coordination, communication and conduction (Co4).

This paper introduces a novel approach called relational neurostrategy (RNS) to elucidate the knowledge processes influencing decision-making. RNS aims to “capture” the intricate processes guiding decisions, enabling the network's decisional plasticity in both forms and contents. This adaptability is crucial for effectively addressing posed challenges, while simultaneously mitigating the impact of diverse interests. The methodology also ensures transparency in the decision-making process and generates an effective solution strategy.

The RNS addresses two critical aspects of the decision-making process. Firstly, it reduces unnecessary variety stemming from multiple interpretations and secondly, it minimizes the adverse impact of diverse interests within the decision-making network. This approach results in strong and credible decisions that reflect the collective intelligence, cooperation and collaborative efforts of the network, rather than being imposed as absolute truths.

The RNS stands out as a distinctive decision-making method, setting itself apart from existing approaches. Its uniqueness becomes evident in its ability to address the question “what prevents the authors from … ?” from this inquiry, RNS successfully integrates unrequired variety and negative utility. By doing so, it strategically narrows down the search field to the universe of distinctions that truly constitute the problem. This innovative process not only enhances efficiency but also fosters a high level of participation in the strategic design of potential solutions. In essence, RNS brings unprecedented value by effectively navigating the intricacies of decision-making and maximizing the relevance of the identified problem space.

Strategic management in Asia is different. Decision‐making differs from that taught in Western, and even Asian, schools of business. In the last decade, the influence of Japanese management systems on Western management practice has become evident. Though the Japanese economy is the world’s second largest, and Japan’s population substantial, neither compares with the combined economies and combined populations of non‐Japanese Asia. The influence of the most aggressive elements of the non‐Japanese Asian business communities, the Overseas Chinese and Overseas Indian Networks cannot help to be felt on Western management practice. Explains why this difference in decision‐making styles exists, analyzes the implications of the Asian decision‐making style for managing in Asia, and discusses its implications for the future of strategic marketing management practice.

A significant body of literature suggests that shipping companies operate in an extremely volatile and risky environment, relying on the effective use of information to remain competitive. However, decision-making in this market is demanding because of the high uncertainty, market competition and significant capital investments. Moreover, the rapid spread of COVID-19 renders information uncertainty a daunting challenge for companies engaged in global trade. Hence, this study aims to explore the information behavior of managers in a time of crisis seems compelling.

This study provides novel insights into the information behavior of senior managers by adopting a qualitative approach. Forty-nine semi-structured face-to-face interviews with individuals from Hellenic shipping companies were conducted. Moreover, this study explores the extant theory qualitatively, using the grounded theory methodology and shows that an unprecedented event (pandemic crisis) can redefine the information behavior of managers.

This study highlights the importance of information in decision-making. Moreover, the results show that, during a pandemic, managers resort to alternative information sources, adopt collaborative information behaviors and take advantage of digital technology.

There is limited research in exploring the information behavior of managers in times of pandemics. This research underscores the fact that during a crisis, managers seek information from digital information resources and decision-making assumes a more decentralized form. This study concludes with a discussion of the theoretical and practical implications of these findings.

Researchers and managers have assumed that the overseas Chinese business networks do not conduct strategic planning. Summarizes, in general, the literature on the overseas Chinese networks’ decision‐making style and compares it with perspectives from established schools of strategic planning. Specifically enhances understanding of the overseas Chinese networks’ business style, generates awareness of the style’s strengths and weaknesses, and explores strategic implications for foreign multinational corporations that enter into alliances with, or compete against the overseas Chinese networks.

This study aims to examine the impact of governance on project delivery in complex private finance initiative (PFI) projects. Governance is crucial in delivering successful projects within budget, time and in accordance with other project objectives.

A two‐stage approach was used to address the research questions. First, a literature review was carried out and second, a multiple case study approach based on detailed semi‐structured interviews with project directors and senior managers was conducted to provide an in‐depth insight on how two major PFI projects were planned, managed and delivered in the National Health Service (NHS, UK).

Project governance influences project delivery in terms of cost, speed of completion, quality and its financial viability as it is critical in providing clear organisational structure, effective decision‐making structures and control processes. The success of one scheme was attributed to an appropriate governance structure enabling necessary reviews and adjustments to be made to render the scheme financially viable and affordable. The failed scheme, subsequently abandoned at a cost of over £15 million to tax payers, was due to an inadequate governance structure creating conflicting priorities of stakeholders, complex decision making with negative impact on project deliverables such as cost and time.

Previous research has not addressed the management aspect of governance which has a significant influence on financial outcomes of NHS PFI schemes. This will enable NHS and other public client organisations to understand the need for adequate governance structure in reducing the risks of projects running over time and incurring increase costs to ensure financial viability and affordability, particularly in large complex schemes.

Proposes that most managers and researchers acknowledge that emerging and newly industrialized markets do not have the same quantity of secondary data as the long‐industrialized economies of North America and Western Europe. Presents the results of a search of available, business‐related, secondary data on South‐East Asia’s rapidly growing economies; highlights how this dearth of data has resulted in an informational void that affects the practice of strategic management in the region. Also delineates how regional managers cope with and adapt to the informational void, and to the region’s fast‐changing business, cultural and competitive environments, by developing their unique, highly‐intuitive style of strategic management. Finally, provides some suggestions to bridge this informational void for management practice and for future research.

The purpose of this paper is to investigate and explain how organizations in the construction sector can enhance their decision-making process (DMP) by practising knowledge management (KM) and business process management (BPM) activities. A conceptual framework is developed that recognises the elements that impact DMP in terms of KM and BPM. The development of this framework goes beyond current empirical work on KM in addition to BPM as it investigates a wider variety of variables that impact DMP.

A case study is undertaken in the context of the construction industry in Jordan. A theoretical framework is developed and assessment of the proposed framework was undertaken through a questionnaire survey of decision-makers in the construction sector and expert interviews.

The outcomes of this research provide several contributions to aid decision-makers in construction organizations. Growth in the usage of KM and BPM, in addition to the integration between them, can provide employees with task-related knowledge in the organization’s operative business processes, improve process performance, promote core competence and maximise and optimise business performance.

Through the production of a framework, this study provides a tool to enable improved decision-making. The framework generates a strong operational as well as theoretical approach to the organizational utilization of knowledge and business processes.

Asserts that foreign multinational corporations (MNCs) investing in or expanding business operations in China, South and Southeast Asia often find themselves sparring with local business groups. Draws on research and experiences with firms in the region in order to enhance understandings of competitive dealings with two business networks that dominate the Southeast Asian economies ‐ the Overseas Chinese and the Overseas Indians, collectively referred to as “the Networks”. Measures the sparring rings in Asia through the historical conditions that contributed to the Networks’ fighting stances and to Asian business environments. Proceeds to place the two Asian competitors under the spotlight by highlighting cultural differences between the Networks. Predicts the Networks’ movements by elaborating on their unique management and strategic decision‐making styles and discusses, finally, the implications of the Networks’ business practices for MNCs’ strategies and organizational restructuring in the Asian arena.

The business intelligence (BI) research witnessed a proliferation of contributions during the past three decades, yet the knowledge about the interdependencies between the BI process and organizational context is scant. This has resulted in a proliferation of fragmented literature duplicating identical endeavors. Although such pluralism expands the understanding of the idiosyncrasies of BI conceptualizations, attributes and characteristics, it cannot cumulate existing contributions to better advance the BI body of knowledge. In response, this study aims to provide an integrative framework that integrates the interrelationships across the BI process and its organizational context and outlines the covered research areas and the underexplored ones.

This paper reviews 120 articles spanning the course of 35 years of research on BI process, antecedents and outcomes published in top tier ABS ranked journals.

Building on a process framework, this review identifies major patterns and contradictions across eight dimensions, namely, environmental antecedents; organizational antecedents; managerial and individual antecedents; BI process; strategic outcomes; firm performance outcomes; decision-making; and organizational intelligence. Finally, the review pinpoints to gaps in linkages across the BI process, its antecedents and outcomes for future researchers to build upon.

This review carries some implications for practitioners and particularly the role they ought to play should they seek actionable intelligence as an outcome of the BI process. Across the studies this review examined, managerial reluctance to open their intelligence practices to close examination was omnipresent. Although their apathy is understandable, due to their frustration regarding the lack of measurability of intelligence constructs, managers manifestly share a significant amount of responsibility in turning out explorative and descriptive studies partly due to their defensive managerial participation. Interestingly, managers would rather keep an ineffective BI unit confidential than open it for assessment in fear of competition or bad publicity. Therefore, this review highlights the value open participation of managers in longitudinal studies could bring to the BI research and by extent the new open intelligence culture across their organizations where knowledge is overt, intelligence is participative, not selective and where double loop learning alongside scholars is continuous. Their commitment to open participation and longitudinal studies will help generate new research that better integrates the BI process within its context and fosters new measures for intelligence performance.

This study provides an integrative framework that integrates the interrelationships across the BI process and its organizational context and outlines the covered research areas and the underexplored ones. By so doing, the developed framework sets the ground for scholars to further develop insights within each dimension and across their interrelationships.

Fast‐paced, hyper‐competitive environments require organizations to use flexible resources and delegate decision making. This paper aims to examine the synergistic effects of operators' involvement in decision making (IIDM) and equipment reliability across operations on mix flexibility when speed is emphasized. A theoretical framework integrating strategic decision making and operations management theories is proposed to uncover the dynamics of such relationships.

Both objective and subjective data were collected at the individual level from different sources in a single organization. Hierarchical regression analysis was used to test the framework.

Results show that: an emphasis on speed and experience interact to predict IIDM; and IIDM and machine reliability have compensatory effects in predicting mix flexibility, i.e. greater operator IIDM results in a more varied output mix, but this effect wanes as machine reliability increases.

The use of a single research facility permitted extensive data collection and strengthened internal validity, but it also limited the generalizability of the results. Assuaging this concern is the fact that the results support well‐established theories.

Labor flexibility should be construed in terms of job enlargement and enrichment. For organizations, the study highlights the importance of a well‐trained workforce to support and exploit technological capabilities. It also sets parameters over which decision making is most effective.