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The purpose of the study is to determine the nature, specificity, and role of management decisions in the management of modern enterprises. The problem of making effective management decisions is crucial in the organization of modern enterprises in the face of uncertainty and high risks of business, complex economic situations, and the increasing importance of strategic decisions. As a result of the development of the science of management decisions, business has received technologies and techniques for making effective management decisions that improve the ability of management to make informed, objective decisions in situations of exceptional complexity. Some scholars argue with the statement that the essence of management is revealed in the ability to make decisions, to reflect the real problems, relationships and relationships that have developed in the organization. The stability of the modern enterprise depends on the controllability of the control system, the transfer of the system from any initial state to any other specified state, the ability to determine the state of the system by the controlled value, and the control effect. It is proposed to assess the quality of management decisions made by the efficiency of the tasks performed and the problems solved. The lack of an unambiguous approach to determining the factors affecting the quality of development and management decision making means the need for management to determine the specifics and logic of decisions based on the assessment of the situation, the structuring of tasks and problems, the level of management culture, available tools and mechanisms for the implementation of decisions, and performance discipline.

The purpose of this chapter is to develop criteria of effectiveness of state management of the process of implementing the information economy’s optimization model, determine the corresponding indicators, and offer the method of evaluation of the effectiveness of state management of the process of implementing the information economy’s optimization model.

This research applies the methods of induction, deduction, structural and functional analysis, and graphical presentation of information.

Based on the peculiarities of the information economy’s optimization model, three main criteria of the effectiveness of state management while implementing this model are distinguished: flexibility of the normative and legal provision of information economy; balance of the level and rate of development of the noosphere components; and success of the protection, usage, and preservation of information’s uniqueness. To distinguish these criteria it is offered to evaluate the effectiveness of state management of the process of implementation of the information economy’s optimization model by progressive comparison of the sum of results with the sum of limitations and costs for each direction of state management of the process of implementation of the information economy’s optimization model, related to the provision of observation of the above criteria. The author determines the indicators that conform to the offered criteria of effectiveness of state management of the process of implementation of the information economy’s optimization model systematized in connection to these criteria, and offers the formula for calculating the final indicator of the effectiveness of state management of the process of implementation of the information economy’s optimization model.

The offered criteria of effectiveness of state management of the process of implementing the information economy’s optimization model, the corresponding indicators, and the compiled methodology of evaluating the effectiveness of this process are recommended for usage as methodological provision of monitoring and control of implementation of the information economy’s optimization model.

The aim of the study is to determine the nature and specificity of methodological approaches to management decision making in modern business systems. Management decisions are among the creative operations in the technology of management work. The methodology of decision making is of great applied importance and inevitably increases with the complexity of economic situations and management tasks. It is argued that on the one hand, decision making is a logical thinking activity and is implemented by senior staff and, on the other hand, is a management procedure and, therefore, should have a deep methodological study and be carefully organized and regulated by legislative and regulatory framework. It is proposed to consider approaches to management decision making as a set of basic methods of obtaining new knowledge, methods, and tools for solving problems of achieving the best result on the basis of in-depth study and compliance with the principles of organization of work in the chosen direction. The variety of approaches to management decision making reflects the different aspects of management processes taking place at the state and industry level, in the management of a particular business system. The practice of developing effective management solutions requires knowledge of universal and special approaches to the management of modern business systems and is a necessary competence of the management of a modern company.

The general topic of spirituality and the ways in which spirituality in organizations was studied and reported on have received mixed reactions (ranging from positive to puzzled to skeptical to negative) from sc’Moi participants, many of whom were European critical management theorists, and management researchers in other divisions when the Management Spirituality and Religion group was started at the Academy of Management. In this chapter I examine how these management research differences in approaches to ontology and epistemology were influenced by the philosophical approaches of Hegel and Marx, and how similar differences also influenced psychological research, whose approach to research and research methodology forms the basis of much management research. I will examine how these contrasting beliefs have played out and continue to play out in such seemingly diverse but really similar subjects of inquiry as philosophy (e.g., Hegel vs Marx), psychology (e.g., introspection vs behaviorism), and management studies (e.g., management organization inquiry vs critical management). I examine what these approaches have in common, how, in my opinion, the behaviorists have so far prevailed, and why they have so far prevailed; I conclude with suggestions for how ongoing dialectics between the seven Ss (the seven themes elaborated on in this book – storytelling, system, sustainability, science, spirit, spirals, and sociomateriality) can help contribute to the field of spirituality in management, and how spirituality research can contribute and interact with the other themes to the future of management and organizational inquiry.

This study aimed to address a gap in subcontractor management by focusing on previously unexplored complexities surrounding subcontractor management in developing countries. While past studies concentrated on selection and relationships, this study delved into how effective subcontractor management impacts project success.

This study used the Bayesian Network analysis approach, through a meticulously developed questionnaire survey refined through a piloting stage involving experienced industry professionals. The survey was ultimately distributed among participants based in Accra, Ghana, resulting in a response rate of approximately 63%.

The research identified diverse components contributing to subcontractor disruptions, highlighted the necessity of a clear regulatory framework, emphasized the impact of financial and leadership assessments on performance, and underscored the crucial role of main contractors in Integrated Project and Labour Cost Management with Subcontractor Oversight and Coordination.

Previous studies have not considered the challenges subcontractors face in projects. This investigation bridges this gap from multiple perspectives, using Bayesian network analysis to enhance subcontractor management, thereby contributing to the successful completion of construction projects.

A workplace bullying dynamic involving multiple individuals targeting victims can lead to the victim losing emotional bonds or affect-based trust with their colleagues, resulting in employee silence. The literature has largely ignored this negative aspect of social dynamics. This study aims to examine the relationship between workplace bullying and employee silence behaviors and determine whether affect-based trust mediates this relationship and whether climate for conflict management moderates the mediated relationship.

Hypotheses are tested using surveys and scenario-based experiments among faculty members in Indian Universities. There were 597 participants in the survey and 166 in the scenario-based experiment.

Results revealed that workplace bullying correlated positively with silence behaviors, and affect-based trust mediated the bullying-silence relationship. The hypothesized moderated mediation condition was partially supported as moderated the mediating pathway, i.e. indirect effects of workplace bullying on defensive silence and ineffectual silence via affect-based trust were weaker for employees with high climate for conflict management. However, the study failed to support the moderation of climate for conflict management in the relationship between workplace bullying and affect-based trust and workplace bullying and relational silence. The results of this moderated effect of climate for conflict management were similar in both studies.

This study is one of the few attempts to examine employee silence in response to workplace bullying in academia. Additionally, the study revealed a critical area of trust depletion associated with bullying and the importance of employee perceptions of fairness toward their institutions’ dispute resolution processes.