Rational Strategic Decision-Making During Crises PDF Download
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Author: Marco I. Bonelli
Publisher:
ISBN:
Category :
Languages : en
Pages : 0
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Book Description
As currently exemplified by the COVID-19 situation, there is a need to conduct strategic decision-making research through a process approach for crisis where threats, uncertainties, instabilities, pressures and virous negative environmental factors present or coming. The purpose of this research is to examine the presence of rational strategic decision-making processes and relevant factors involved in a crisis context from empirical managerial practice. This research is based on seven multi-case study interviews of both top and middle level managers from multiple industries. Empirical evidence indicates the predominance of a rational strategic decision-making process with intuitive elements incorporated in within a situation of crisis. A rational strategic decision-making process with intuitive elements embedded in is derived and structured from the data collected. This paper further presents many influential factors in the processes that are either already known (e.g., information, uncertainty, heterogeneity, dynamism) or newly discovered/named (e.g., regulatory requirement, sustainability and heteroturbulence).
Author: Marco I. Bonelli
Publisher:
ISBN:
Category :
Languages : en
Pages : 0
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Book Description
As currently exemplified by the COVID-19 situation, there is a need to conduct strategic decision-making research through a process approach for crisis where threats, uncertainties, instabilities, pressures and virous negative environmental factors present or coming. The purpose of this research is to examine the presence of rational strategic decision-making processes and relevant factors involved in a crisis context from empirical managerial practice. This research is based on seven multi-case study interviews of both top and middle level managers from multiple industries. Empirical evidence indicates the predominance of a rational strategic decision-making process with intuitive elements incorporated in within a situation of crisis. A rational strategic decision-making process with intuitive elements embedded in is derived and structured from the data collected. This paper further presents many influential factors in the processes that are either already known (e.g., information, uncertainty, heterogeneity, dynamism) or newly discovered/named (e.g., regulatory requirement, sustainability and heteroturbulence).
Author: George E. Moore
Publisher:
ISBN:
Category : Conflict management
Languages : en
Pages : 27
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Book Description
Author: Uriel Rosenthal
Publisher: Springer Science & Business Media
ISBN: 9401133980
Category : Business & Economics
Languages : en
Pages : 186
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Book Description
Author: Jonathan M. Roberts
Publisher:
ISBN:
Category : Education
Languages : en
Pages : 360
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Book Description
Author: Kristian J. Sund
Publisher: Emerald Group Publishing
ISBN: 1786351692
Category : Business & Economics
Languages : en
Pages : 242
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Book Description
In this book, leading researchers on Managerial and Organizational Cognition consider the foundations of individual and social cognition and their effect on strategic decision-making.
Author: Sophie Sauvagnargues
Publisher: John Wiley & Sons
ISBN: 1119557844
Category : Computers
Languages : en
Pages : 224
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Book Description
This book presents concepts and methods for optimal training for decision making in crisis situations. After presenting some general concepts of decision-making during crisis situations, it presents various innovations for optimal training, such as serious games, scenario design, adapted animation of crisis exercises, observation and debriefing of exercises related to pedagogical objectives.
Author: Noel Allan Sawatzky
Publisher: Springer Nature
ISBN: 3030661075
Category : Political Science
Languages : en
Pages : 291
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Book Description
Motivational models are critical to understanding crisis decision making because leaders and their advisors are emotionally involved, intent on reducing stress, and motivated to find ways of advancing their interests while minimizing the risk of war. The principal theoretical work on the subject is Irving Janis and Leon Mann’s classic study of decision making, published in 1977. While useful, the book has a significant flaw: Janis and Mann theorize that policy maker stress during crisis is derived from decision deliberation, leading to a circular approach. This book solves the identified problem by addressing circularity between the rise of psychological stress, decision deliberation, and dysfunctional behavior with an independent measure of decision conditions using cognitive complexity. With an effective independent measure of stress, the key contribution of this volume is a reformulation of Janis and Mann’s model to render the construct more rigorous and empirically useful to the present-day study of crisis decision making.
Author: Vishad Ramnund
Publisher:
ISBN:
Category :
Languages : en
Pages :
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Book Description
In times of crisis, leaders are faced with deep uncertainty and effective crisis management requires strategic decisions to ensure long-term sustainability. There are opposing academic views on the types of cognition and philosophies used in crisis decision-making, thus raising a need for empirical evidence. Coupled with this, increasing turbulence in the business environment has created a renewed interest in research on management decision-making in uncertainty. The novel coronavirus pandemic represents an unprecedented challenge which has accelerated these research agendas. This study explores how business leaders in the banking sector respond to crisis and uncertainty in their organisational strategic decision-making process. Using a qualitative approach, twenty-one semi-structured interviews were conducted with business leaders. This study found that crisis and uncertainty created opposing forces for decision makers which led to a combination of intuition and analysis being applied, shifts in strategy were identified and a three-stage approach was applied in decision-making using a pragmatic philosophy. This study contributes to literature by providing an in-depth understanding of the strategic decision-making process used by business leaders in banking during the coronavirus crisis, revisiting the roles of intuition and analysis in decision-making and proposing a framework which could lead to effective and sustainable strategicdecision making.
Author: Eric K. Stern
Publisher:
ISBN: 9789187136733
Category :
Languages : en
Pages : 299
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Book Description
Author: Frédéric Adam
Publisher: CRC Press
ISBN: 1000543102
Category : Business & Economics
Languages : en
Pages : 245
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Book Description
Managers in organisations must make rational decisions. Rational decision making is the opposite of intuitive decision making. It is a strict procedure utilising objective knowledge and logic. It involves identifying the problem to solve, gathering facts, identifying options and outcomes, analysing them, considering all the relationships and selecting the decision. Rational decision making requires support: methods and software tools. The identification of the problem to solve needs methods that would measure and evaluate the current situation. Identification and evaluation of options and analysis of the available possibilities involves analysis and optimisation methods. Incorporating intuition into rational decision making needs adequate methods that would translate ideas or observed behaviours into hard data. Communication, observation and opinions recording is hardly possible today without adequate software. Information and data that form the input, intermediate variables and the output must be stored, managed and made accessible in a user-friendly manner. Rational Decisions in Organisations: Theoretical and Practical Aspects presents selected recent developments in the support of the widely understood rational decision making in organisations, illustrated through case studies. The book shows not only the variety of perspectives involved in decision making, but also the variety of domains where rational decision support systems are needed. The case studies present decision making by medical doctors, students and managers of various universities, IT project teams, construction companies, banks and small and large manufacturing companies. Covering the richness of relationships in which the decisions should and must be taken, the book illustrates how modern organisations operate in chains and networks; they have multiple responsibilities, including social, legal, business and ethical duties. Nowadays, managers in organisations can make transparent decisions and consider a multitude of stakeholders and their diverse features, incorporating diverse criteria, using multiple types and drivers of information and decision-making patterns, and referring to numerous lessons learned. As the book makes clear, the marriage of theoretical ideas with the possibilities offered by technology can make the decisions in organisations more rational and, at the same time, more human.
