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1 – 10 of over 247000
Book part
Publication date: 1 August 2019

Irina A. Morozova, Alina V. Chesnokova, Olga V. Fetisova and Liudmila S. Maksimenko

Purpose: The purpose of the work is to study the characteristics of leadership and to determine its value in the process of decision making in modern business systems, as well as…

Abstract

Purpose: The purpose of the work is to study the characteristics of leadership and to determine its value in the process of decision making in modern business systems, as well as to determine the possibilities of increasing the effectiveness of this process through changing the characteristics of leadership.

Methodology: Target study of the influence of leadership on the process of decision making in modern business systems on the basis of the methodology of the systemic approach is performed, and two additional characteristics of leadership are determined, apart from management style, in the aspect of making of managerial decisions: contradiction of leaders in business system and authority of a formal leader (business manager) in business system and his competence as to involvement of employees into the process of making of managerial decisions, which includes capabilities. Depending on combination of these characteristics, classification of leadership in modern business systems as to criterion of decision making is offered.

Conclusions: It is substantiated that the most preferable type of leadership in a modern business system as to criterion of decision making is highly effective involvement of employees in the process of making of managerial decisions. Capabilities of increasing the effectiveness of the process of making of managerial decisions in a modern system through changing the characteristics of leadership are connected to transition to this type of leadership through overcoming the contradiction of leaders in a business system and increase of competence of the formal leader (business manager) in a business system as to involvement of employees in the process of making of managerial decisions through his training.

Originality/value: It is substantiated that leadership in business system determines only certain characteristics of the process of making of managerial decisions, and no type of leadership can guarantee optimal decisions. With highly effective involvement of employees in the process of making of managerial decisions, the probability of optimal decisions is the highest, so this type of leadership is the most perspective for modern business systems.

Details

Specifics of Decision Making in Modern Business Systems
Type: Book
ISBN: 978-1-78756-692-7

Keywords

Article
Publication date: 9 October 2007

Shawnta S. Friday‐Stroud and J. Scott Sutterfield

The purpose of this paper is to present a conceptual framework for merging the strategic management process, the managerial decision‐making process and the six‐sigma process into…

6065

Abstract

Purpose

The purpose of this paper is to present a conceptual framework for merging the strategic management process, the managerial decision‐making process and the six‐sigma process into a single, unified decision model.

Design/methodology/approach

The methodology involves each of the three decision‐making processes, noting their similarities and differences, and arguing from the similarities that a single unified model will result in superior decisions.

Findings

The findings were that a single, unified model is possible and the resulting model is presented in the paper.

Research limitations/implications

Since this research results in a conceptual model only, it remains to be tested in actual practice. This testing is intended for a later paper.

Practical implications

If the testing of the model in practice results in superior decisions, the practical implications of the paper would be use of the Friday‐Stroud/Sutterfield model in practice for better management decisions.

Originality/value

The paper presents an original model, which results from merging the three‐decision‐making process.

Details

The TQM Magazine, vol. 19 no. 6
Type: Research Article
ISSN: 0954-478X

Keywords

Book part
Publication date: 20 July 2017

Lars U. Johnson, Cody J. Bok, Tiffany Bisbey and L. A. Witt

Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed without…

Abstract

Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed without consideration of the other, and current theory reflects this issue. In response to a call for integration of micro- and macro-level processes by Huselid and Becker (2011), we review the extant literature on strategic human resources and high-performance work systems to provide recommendations for both research and practice. We aimed to contribute to the literature by proposing the incorporation of the situation awareness literature into the high-performance work systems framework to encourage the alignment of human resources efforts. In addition, we provide practical recommendations for integrating situation awareness and strategic decision-making. We discuss a process for the employment of situation awareness in organizations that might not only streamline human resources management but also result in more effective decisions. Additional considerations include implications for teams, boundary conditions (e.g., individual differences), and measurement.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78714-709-6

Keywords

Book part
Publication date: 27 December 2016

Arch G. Woodside and Roger Baxter

This chapter points out that the use of a wide range of theoretical paradigms in marketing research requires researchers to use a broad range of methodologies. As an aid in doing…

Abstract

This chapter points out that the use of a wide range of theoretical paradigms in marketing research requires researchers to use a broad range of methodologies. As an aid in doing so, the chapter argues for the use of case study research (CSR), defines CSR, and describes several CSR theories and methods that are useful for describing, explaining, and forecasting processes occurring in business-to-business (B2B) contexts. The discussion includes summaries of six B2B case studies spanning more than 60 years of research. This chapter advocates embracing the view that learning and reporting objective realities of B2B processes is possible using CSR methods. CSR methods in the chapter include using multiple interviews (2 + ) separately of multiple persons participating in B2B processes, direct research and participant observation, decision systems analysis, degrees-of-freedom analysis, ethnographic-decision-tree-modeling, content analysis, and fuzzy-set qualitative comparative analysis (fs/QCA.com). The discussion advocates rejecting the dominant logic of attempting to describe and explain B2B processes by arms-length fixed-point surveys that usually involve responses from one executive per firm with no data-matching of firms in specific B2B relationships – such surveys lack details and accuracy necessary for understanding, describing, and forecasting B2B processes.

Book part
Publication date: 10 June 2015

Alexandra E. MacDougall, Zhanna Bagdasarov, James F. Johnson and Michael D. Mumford

Business ethics provide a potent source of competitive advantage, placing increasing pressure on organizations to create and maintain an ethical workforce. Nonetheless, ethical…

Abstract

Business ethics provide a potent source of competitive advantage, placing increasing pressure on organizations to create and maintain an ethical workforce. Nonetheless, ethical breaches continue to permeate corporate life, suggesting that there is something missing from how we conceptualize and institutionalize organizational ethics. The current effort seeks to fill this void in two ways. First, we introduce an extended ethical framework premised on sensemaking in organizations. Within this framework, we suggest that multiple individual, organizational, and societal factors may differentially influence the ethical sensemaking process. Second, we contend that human resource management plays a central role in sustaining workplace ethics and explore the strategies through which human resource personnel can work to foster an ethical culture and spearhead ethics initiatives. Future research directions applicable to scholars in both the ethics and human resources domains are provided.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78560-016-6

Keywords

Abstract

Details

Enabling Strategic Decision-Making in Organizations Through Dataplex
Type: Book
ISBN: 978-1-80455-051-9

Article
Publication date: 7 September 2023

Ariana Polyviou, Nancy Pouloudi and Will Venters

The authors study how cloud adoption decision making unfolds in organizations and present the dynamic process leading to a decision to adopt or reject cloud computing. The authors…

Abstract

Purpose

The authors study how cloud adoption decision making unfolds in organizations and present the dynamic process leading to a decision to adopt or reject cloud computing. The authors thus complement earlier literature on factors that influence cloud adoption.

Design/methodology/approach

The authors adopt an interpretive epistemology to understand the process of cloud adoption decision making. Following an empirical investigation drawing on interviews with senior managers who led the cloud adoption decision making in organizations from across Europe. The authors outline a framework that shows how cloud adoptions follow multiple cycles in three broad phases.

Findings

The study findings demonstrate that cloud adoption decision making is a recursive process of learning about cloud through three broad phases: building perception about cloud possibilities, contextualizing cloud possibilities in terms of current computing resources and exposing the cloud proposition to others involved in making the decision. Building on these findings, the authors construct a framework of this process which can inform practitioners in making decisions on cloud adoption.

Originality/value

This work contributes to authors understanding of how cloud adoption decisions unfold and provides a framework for cloud adoption decisions that has theoretical and practical value. The study further demonstrates the role of the decision-leader, typically the CIO, in this process and identifies how other internal and external stakeholders are involved. It sheds light on the relevance of the phases of the cloud adoption decision-making process to different cloud adoption factors identified in the extant literature.

Details

Information Technology & People, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-3845

Keywords

Book part
Publication date: 1 August 2019

Aleksei V. Bogoviz, Leonid F. Malinovski, Tamara G. Stroiteleva, Maxim M. Sharamko and Vera V. Dvoretskaya

Purpose: The purpose of the chapter is to determine the connection between organizational culture and specifics of the process of decision making in modern business systems and to…

Abstract

Purpose: The purpose of the chapter is to determine the connection between organizational culture and specifics of the process of decision making in modern business systems and to determine the directions of managing the organizational culture depending on the set criteria of decision making.

Methodology: A proprietary classification of the types of organizational culture of modern business systems according to the criterion of employees' involvement into decision making is offered. This classification uses two dimensions of employees' involvement into decision making for classification of the types of organizational culture of modern business systems. First dimension: interest of business manager in involvement of employees into the process of decision making. Second dimension: employees' inclination for participation in the process of making of managerial decisions. The factors that influence these dimensions are determined.

Conclusions: Connection between organizational culture and specifics of decision making in modern business systems according to the criterion of employees' involvement in decision making is determined. The minimal level of involvement envisages independent decision making by business manager without participation of employees. In this case, a lot of problems of the business system remain unsolved and possibilities remain unused. Resource intensity of decision making is the highest, and their practical implementation is complicated by employees' dissatisfaction, but this process is conducted very quickly. The medium level of involvement envisages either collective discussion, but decision making by business manager, or collection of feedback by business manager with low interest in it from employees. In this case, resource intensity of decision making is lower, and decisions could be made and implemented faster. The highest level of involvement is connected to collective decision making by employees and business manager. This allows determining problems and using possibilities of the business system with minimal resources. Though the duration of the process of decision making is the highest, solutions are implemented quickly due to employees' support.

Originality/value: The determined specifics show the necessity for considering the influence of the organizational culture on specifics of the process of decision making in modern business systems. It is substantiated that no type of organizational culture of modern business systems according to the criterion of employees' involvement in decision making can provide a guarantee of decisions' optimality. The directions of managing the organizational culture depending on the set criteria (completeness, speed, resource intensity) of decision making are recommended.

Details

Specifics of Decision Making in Modern Business Systems
Type: Book
ISBN: 978-1-78756-692-7

Keywords

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.

16309

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: 26 June 2019

Alexandru Preda and Gulnur Muradoglu

This paper aims to investigate a double puzzle, empirical and theoretical. Empirically, can the authors document the influence of groups on financial decisions in investments and…

1292

Abstract

Purpose

This paper aims to investigate a double puzzle, empirical and theoretical. Empirically, can the authors document the influence of groups on financial decisions in investments and trading? Theoretically, if decisions in a group context can be documented, how can we account for them, against the background of the normative models, according to which financial decisions are individualized and atomized? Based on interviews and ethnographic observations with fund managers, analysts and traders, the authors document here decision-making in finance. Theoretically, the authors argue that financial decisions can be explained if, in addition to cognitive processes, the authors take into account the impact of social interactions on the decision-making process. Social interactions are not restricted to imitation processes, and can be seen here as the efforts deployed by decision-makers at maintaining and managing the context of their decisions. The authors present and discuss empirical evidence and argue that the study of social interactions can productively contribute to understanding how decisions are made in finance.

Design/methodology/approach

The data analyzed here have been gathered between 2001 and 2011, and include: interviews with investment professionals (fund managers and analysts) from the UK and Turkey; interviews with individual investors from the UK and the USA; and observations with individual investors from the UK and the USA. This captures decision activities conducted in different regulatory frameworks of those countries. The authors focussed in the interviews on general decision-making practices.

Findings

Conclusion the authors have sought to answer a double puzzle, empirical and theoretical. Empirically, the puzzle is how investors and traders resort to groups in their decision-making. Theoretically, the puzzle consists not only in providing an explanation for such processes but also in taking into account that they do not fit the normative models of decisions in mainstream finance. The argument has been that in addition to the cognitive processes identified and discussed in behavioural finance, the authors need to take into account the impact of social processes as well. Social processes include the efforts deployed by financial decision-makers at maintaining and managing the contexts within which decisions are made. The work of context maintenance is intrinsic to the logic of decision-making. The authors have identified, documented and discussed here the social dynamics in financial decisions with respect to performance, managing group relationships and possible conflicts.

Originality/value

Managing relationships within groups is not without consequences with regard to trading decisions. Oftentimes, avoiding group conflicts – or being confronted with them – leads to decisional adjustments, which have less to do with returns on trades than with the necessity of accommodating social relationships. As several of the interviewees emphasized, making decisions implies consensus and reaching consensus requires accommodating relationships.

Details

Qualitative Research in Financial Markets, vol. 11 no. 4
Type: Research Article
ISSN: 1755-4179

Keywords

1 – 10 of over 247000