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Open Access
Article
Publication date: 16 February 2023

Tamilarasu Sinnaiah, Sabrinah Adam and Batiah Mahadi

The purpose of this paper is to present a conceptual framework for integrating strategic thinking factors, organisational performance and the decision-making process.

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Abstract

Purpose

The purpose of this paper is to present a conceptual framework for integrating strategic thinking factors, organisational performance and the decision-making process.

Design/methodology/approach

The methodology involves a synthesis of literature and proposes a framework that explores the relationship between strategic thinking enabling factors, organisational performance and the moderating effect of decision-making styles.

Findings

The framework includes strategic thinking enabling factors (systems perspective, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis), organisational performance and the moderating effect of decision-making styles (intuitive and rational).

Research limitations/implications

This research results in a conceptual model only; it remains to be tested in actual practice. The expanded conceptual framework can serve as a basis for future empirical research and provide insights to practitioners into how to strengthen policy development in a strategic planning process.

Originality/value

A paradigm shift in the literature proves that strategic management and decision-making styles are vital in determining organisational performance. This paper highlights the importance of decision-making styles and develops a framework for strategic management by analysing the existing strategic management literature.

Details

Journal of Work-Applied Management, vol. 15 no. 1
Type: Research Article
ISSN: 2205-2062

Keywords

Article
Publication date: 14 June 2022

Ruida Li, Li Zheng and Ling Yuan

External environment drives established enterprises to employ management innovation. Drawing on dual-process theories, this paper purports to investigate TMT's intuitive and…

Abstract

Purpose

External environment drives established enterprises to employ management innovation. Drawing on dual-process theories, this paper purports to investigate TMT's intuitive and rational decision-making styles as mediating roles between perceived environmental turbulences and management innovation, and explain how organizational slack play an critical moderating role.

Design/methodology/approach

SPSS 25 is used to test 120 established enterprises' top management team (TMT) samples in China, and the moderated mediation model is empirically tested by using hierarchical regression analysis and conditional process analysis.

Findings

Perceived environmental turbulences promotes management innovation. Organizational slack as contextual variable influences the relationship between technology turbulence and TMT's decision-making styles. Interestingly, only perceived technology turbulence indirectly affects management innovation through TMT's intuitive decision-making when moderated by organizational slack. However, the indirect effect from perceived market turbulence to management innovation through TMT's rational decision-making is not significant when moderated by organizational slack.

Originality/value

Based on management innovation's human agency perspective, TMT's decision-making styles have not been discussed in research on management innovation. This paper sheds light on TMT's decision-making styles as mediating role.

Details

Journal of Organizational Change Management, vol. 35 no. 7
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 19 June 2007

A.G. Sheard and A.P. Kakabadse

This monograph seeks to summarise the key influences of a role‐based perspective on leadership when making decisions as to how organisational resources can best be deployed.

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Abstract

Purpose

This monograph seeks to summarise the key influences of a role‐based perspective on leadership when making decisions as to how organisational resources can best be deployed.

Design/methodology/approach

Application of new frameworks provides insight into the leadership roles executives can adopt when part of formal, informal and temporary groups within the organisation's senior management team and those parts of the organisation for which they are responsible. The methodology adopted is qualitative, focusing on application of previously developed frameworks.

Findings

Adoption of an appropriate leadership role, and the timely switch from one role to another as circumstances change, are found to facilitate improvement in the ability of executives to mobilise organisational resources, and in so doing effectively address those challenges with which the organisation is faced.

Research limitations/implications

A one‐organisation intensive case study of a multinational engineering company engaged in the design, development and manufacture of rotating turbomachinery provides the platform for the research. The research intent is to validate two frameworks in a different organisation of a similar demographic profile to those in which the frameworks were developed. The frameworks will require validating in organisations of different demographic profiles.

Practical implications

The concepts advanced, and implications discussed, provide an insight into the role‐based nature of leadership. The practical steps individual executives can take to develop their ability to adopt different leadership roles are highlighted.

Originality/value

This monograph is an investigation into, and study of the contribution of theory that provides insight into, the process by which executives effectively mobilise organisational resources. This differs from the original contributions to theory, which focused on methodology, data gathering and validation in contrast with the current study that is focused on practical application.

Details

Journal of Management Development, vol. 26 no. 6
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 August 2016

Christopher Wilson

The purpose of this paper is to understand the extent to which dominant coalition members’ values and perceptions influence their perceptions of public relations participation in…

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Abstract

Purpose

The purpose of this paper is to understand the extent to which dominant coalition members’ values and perceptions influence their perceptions of public relations participation in organization-level decision making. Research in this area has largely focussed on the relationship between practitioner roles and decision-making inclusion.

Design/methodology/approach

The population of interest was dominant coalition members of for-profit, government, and nonprofit organizations in the USA. Data were collected through a national survey to a nonrandom sample of 201 dominant coalition members.

Findings

Results indicate that dominant coalition members’ values of organizational openness to the environment and perceived substantive autonomy of the organization positively predicted perceptions of public relations participation in organizational decision making. Perceived manager role potential of the public relations department also had significant predictive power.

Originality/value

While research has focussed primarily on the characteristics that public relations practitioners can develop to earn a seat at the management table, little is known about the characteristics of dominant coalition members that influence whether or not a seat is made available or the degree to which public relations is perceived to participate in decision making.

Details

Journal of Communication Management, vol. 20 no. 3
Type: Research Article
ISSN: 1363-254X

Keywords

Article
Publication date: 3 October 2016

Luqman Oyekunle Oyewobi, Abimbola Windapo and James Olabode Bamidele Rotimi

The decision-making styles and strategies of organisations play significant roles in their competitive advantage and the achievement of superior performance. The purpose of this…

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Abstract

Purpose

The decision-making styles and strategies of organisations play significant roles in their competitive advantage and the achievement of superior performance. The purpose of this study is to explore the effect of decision-making styles on the strength of the relationship between competitive strategy and organisational performance among large construction organisations based in South Africa.

Design/methodology/approach

The study focuses on large construction organisations in South Africa using a questionnaire survey to elicit information. The sample consists of 72 large construction organisations, and the measures of decision-making styles, competitive strategies and organisational performance used for the instrument utilised to elicit information were derived from the literature. Descriptive, parametric and multiple regression analyses were used to determine the effect of decision-making styles and competitive strategies on the organisations’ performance.

Findings

The results of the study show that organisations utilize all types of decision-making styles, but the most significantly adopted styles are analytical and directive. The study found that decision-making styles influence organisational performance through competitive strategies.

Research limitations/implications

The research considered large construction organisations based in South Africa and operating in three provinces, where almost 75 per cent of all public projects are being implemented. The findings can be generalised to other large construction organisations functioning within the South African industry, because most of the organisations surveyed operate nationally. However, the findings may not be generalizable to the entire industry. Small and medium-sized organisations vary in terms of structure in relation to large organisations; hence, their decision-making styles may be different.

Practical implications

The study makes explicit the need to consider the role of different decision-making styles being practiced within organisations and how their moderating effect influences organisational performance beyond rational processes. A better understanding of this will enable organisations to achieve the total commitment of their staff to achieve superior performance.

Originality/value

The study contributes to the existing literature and body of knowledge on the strategic management of organisations. It underpins the assertion that decision-making styles and competitive strategies can influence organisational performance, and this is validated within the construction industry. Knowledge of the relationships between the variables measured in this paper will be beneficial to both owners and managers of construction organisations, because they provide the necessary information on how strategic decision-making styles influence the strategy adopted and, in turn, the organisational performance.

Details

Journal of Engineering, Design and Technology, vol. 14 no. 4
Type: Research Article
ISSN: 1726-0531

Keywords

Article
Publication date: 12 July 2018

Sean Robert Valentine, David Hollingworth and Patrick Schultz

Focusing on ethical issues when making organizational decisions should encourage a variety of positive outcomes for companies and their employees. The purpose of this paper is to…

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Abstract

Purpose

Focusing on ethical issues when making organizational decisions should encourage a variety of positive outcomes for companies and their employees. The purpose of this paper is to determine the degree to which data-based ethical decision making, lateral relations and organizational commitment are interrelated in organizations.

Design/methodology/approach

Data were collected from business professionals employed at multiple locations of a financial services firm operating in the USA. Mediation analysis (based on structural equation modeling) was used to test the proposed relationships.

Findings

Results indicated that employees’ perceptions of data-based ethical decision making were positively related to perceived lateral relations, and that perceived lateral relations were positively related to organizational commitment.

Research limitations/implications

Given that information was collected using only a self-report questionnaire, common method bias could be an issue. In addition, the study’s cross-sectional design limits conclusions about causality. Another limitation involves the study’s homogenous sample, which decreases the generalizability of the findings. Finally, variable responses could have been impacted by individual frames of reference and other perceptual differences.

Practical implications

Results suggest that information flow enhancements should support or be consistent with horizontal information flow enhancements, and that together these factors should increase employee commitment.

Originality/value

Given the dearth of existing research, this interdisciplinary investigation is important because it fills gaps in the management literature. This study is also important because the results could inform decisions regarding the use of data analysis in ethical decisions and lateral forms of organizational structuring to improve work attitudes.

Details

Employee Relations, vol. 40 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 7 March 2008

Richard J. Eberlin and B. Charles Tatum

The purpose of this paper is to show that participants read vignettes in which managers were assigned different roles. The vignettes depicted managers with two leadership styles…

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Abstract

Purpose

The purpose of this paper is to show that participants read vignettes in which managers were assigned different roles. The vignettes depicted managers with two leadership styles (transformational/transactional) and two decision‐making approaches (comprehensive/restrictive). The managers were then rated on patterns of organizational justice (social/ structural). Leadership and decision‐making styles affected different forms of justice.

Design/methodology/approach

Participants rated performance‐evaluation vignettes depicting leadership style, decision‐making approach, and organizational justice patterns on the part of hypothetical managers/leaders.

Findings

Managers portrayed as transformational leaders were rated high on social justice, whereas leaders rated as transactional were high on structural justice. Managers portrayed as restricted in their decision‐making approach were rated lower on social justice compared with managers who used a more comprehensive decision style. Justice ratings were significantly influenced by leadership style and decision

Practical implications

It is suggested that an increased awareness regarding organizational justice is imperative for all decision and leadership styles, and that social justice can occur in brief but powerful encounters that can be executed by any manager or leader.

Originality/value

If organizations, managers, and leaders attend to justice issues, they will foster healthier and more productive workplace environments that extend beyond immediate performance indicators (e.g. budget, quarterly profits, sales and revenue). A focus on organizational justice will create long‐term performance cultures (by fostering employee development, extending genuine regard for employee contributions and wellbeing, and leveraging employee commitment), and lead companies to sustainability.

Details

Management Decision, vol. 46 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 December 1997

Bill Doolin

Traditional definitions of decision support systems emphasise their support role in individual decision making and utilise notions of rational choice. By considering decisions as…

Abstract

Traditional definitions of decision support systems emphasise their support role in individual decision making and utilise notions of rational choice. By considering decisions as an organisational activity, the interpretation of decision support systems use in organisations can move beyond this technical rational understanding, to include potential political and legitimating roles for these systems. These three possible interpretations are discussed in relation to the implementation of a large decision support system in a local government context described by Dutton (1981). In its technical role, the system was used as part of a rational planning agenda. However, the system was clearly also used politically, to promote particular interests and as a lever in negotiations between various groups. Part of the appeal of the decision support system was the appearance of rationality and technical neutrality that it gave to the planning and decision making process, and the legitimation it provided with external constituents. The paper concludes that an unquestioning acceptance of the technical received view of decision support system use is limiting, and that a more reflective approach to their development, implementation and use is required.

Details

Journal of Systems and Information Technology, vol. 1 no. 2
Type: Research Article
ISSN: 1328-7265

Keywords

Article
Publication date: 14 May 2020

Elyria Kemp, Elten Briggs and Nwamaka A. Anaza

Researchers and practitioners have traditionally maintained that organizational buying requires rational decision-making. However, individuals at organizations make decisions…

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Abstract

Purpose

Researchers and practitioners have traditionally maintained that organizational buying requires rational decision-making. However, individuals at organizations make decisions daily applying a confluence of rationalizations and emotions. This study aims to address the roles of personal feelings, facts and emotional advertising content in the organizational decision-making process.

Design/methodology/approach

In two studies, the authors apply both qualitative and quantitative methods to explore emotional and cognitive reactions to advertising. In Study 1, depth interviews were conducted with marketing and advertising content developers from a Fortune 100 technology company. In Study 2, a web-based survey was sent out to a Fortune 100 company’s buyer panel.

Findings

Results suggest that advertising using emotion-based themes helps to foster brand engagement tendencies and advocacy for a brand. Findings also demonstrate that organizational status (C-level executive’s vs non-C-level employees) moderates the relationship between buyers’ reliance on facts and their receptivity to advertising using emotion-based themes, such that reliance on facts increases the appeal of emotional advertising.

Research limitations/implications

This research contributes to the organizational buying literature by addressing the dearth of research on the role of emotions in organizational decision-making and providing insight into the role of advertising in business-to-business (B2B) decision-making.

Practical implications

These results imply that advertising incorporating emotion-based themes provide meaningful information to B2B buyers and is especially effective when targeted at buyers at higher levels in an organization.

Originality/value

B2B buying behavior has traditionally been considered a rational undertaking. This research explores how decision-making orientation and the presence of advertising using emotion-based themes help to foster engagement and advocacy for the brand.

Details

European Journal of Marketing, vol. 54 no. 7
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 8 February 2016

Saeed Rouhani, Amir Ashrafi, Ahad Zare Ravasan and Samira Afshari

Decision support (DS), as a traditional management concept, have had a remarkable role in competitiveness or survival of organizations and nowadays, business intelligence (BI), as…

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Abstract

Purpose

Decision support (DS), as a traditional management concept, have had a remarkable role in competitiveness or survival of organizations and nowadays, business intelligence (BI), as a brand modern impression, has various contributions in supporting decision-making process. Although, a variety of benefits are expected to arise from BI functions, researches, and models that determining the effect of BI functions on the decisional and organizational benefits are rare. The purpose of this paper is to study the relationship between BI functions, DS benefits, and organizational benefits in context of decision environment.

Design/methodology/approach

This research conducts a quantitative survey-based study to represent the relationship between BI capabilities, decision support benefits, and organizational benefits in context of decision environment. On this basis, the partial least squares (PLS) technique employs a sample of 228 firms from different industries located in Middle-East countries.

Findings

The findings confirm the existence of meaningful relationship between BI functions, DS benefits, and organizational benefits by supporting 15 out of 16 main hypotheses. Essentially, this research provides an insightful understanding about which capabilities of BI have strongest impact on the outcome benefits.

Originality/value

The results can provide effective and useful insights for investors and business owners to utilize more appropriate BI tools and functions to reach more idealistic organizational advantages. Also it enables managers to better understand the application of BI functions in the process of achieving the specified managerial support benefits.

Details

Journal of Enterprise Information Management, vol. 29 no. 1
Type: Research Article
ISSN: 1741-0398

Keywords

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