scholarly journals Scenario modelling to support industry strategic planning and decision making

2014 ◽  
Vol 55 ◽  
pp. 120-131 ◽  
Author(s):  
Romy Greiner ◽  
Javier Puig ◽  
Cindy Huchery ◽  
Neil Collier ◽  
Stephen T. Garnett
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Scenario Modelling

scholarly journals HR Managers’ Emotions in Strategic Decision-Making Events: Evidence from Croatia

2021 ◽  
Vol 13 (2) ◽  
pp. 845
Author(s):  
Marli Gonan Božac ◽  
Katarina Kostelić
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Strategic Planning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Personal Perspective ◽  
Human Resource Managers ◽  
Organizational Perspective ◽  
Hr Managers ◽  
Experienced Emotion

The inclusion of emotions in the strategic decision-making research is long overdue. This paper deals with the emotions that human resource managers experience when they participate in a strategic problem-solving event or a strategic planning event. We examine the patterns in the intensity of experienced emotions with regard to event appraisal (from a personal perspective and the organization’s perspective), job satisfaction, and coexistence of emotions. The results reveal that enthusiasm is the most intensely experienced emotion for positively appraised strategic decision-making events, while frustration is the most intensely experienced emotion for negatively appraised problem-solving events, as is disappointment for strategic planning. The distinction between a personal and organizational perspective of the event appraisal reveals differences in experienced emotions, and the intensity of experienced anger is the best indicator of the difference in the event appraisals from the personal and organizational perspective. Both events reveal the variety of involved emotions and the coexistence of—not just various emotions, but also emotions of different dominant valence. The findings indicate that a strategic problem-solving event triggers greater emotional turmoil than a strategic planning event. The paper also discusses theoretical and practical implications.

Assessing broad life cycle impacts of daily onboard decision-making, annual strategic planning, and fisheries management in a northeast Atlantic trawl fishery

2015 ◽  
Vol 23 (7) ◽  
pp. 1357-1367 ◽  
Author(s):  
Friederike Ziegler ◽  
Evelyne A. Groen ◽  
Sara Hornborg ◽  
Eddie A. M. Bokkers ◽  
Kine M. Karlsen ◽  
...  
Keyword(s):  
Decision Making ◽  
Life Cycle ◽  
Strategic Planning ◽  
Fisheries Management ◽  
Northeast Atlantic ◽  
Trawl Fishery

scholarly journals Application of Grounded Theory in Determining Required Elements for IPv6 Risk Assessment Equation

2018 ◽  
Vol 150 ◽  
pp. 06005
Author(s):  
Athirah Rosli ◽  
Abidah Mat Taib ◽  
Wan Nor Ashiqin Wan Ali ◽  
Ros Syamsul Hamid
Keyword(s):  
Risk Assessment ◽  
Decision Making ◽  
Grounded Theory ◽  
Network Security ◽  
Strategic Planning ◽  
Internet Protocol ◽  
Network Environment ◽  
Ipv6 Network ◽  
Robust Network ◽  
Network Administrators

The deployment of Internet Protocol version 6 (IPv6) has raised security concerns among the network administrators. Thus, in strengthening the network security, administrator requires an appropriate method to assess the possible risks that occur in their networks. Aware of the needs to calculate risk in IPv6 network, it is essential to an organization to have an equation that is flexible and consider the requirements of the network. However, the existing risk assessment equations do not consider the requirement of the network. Therefore, this paper presents the adaptation of grounded theory to search for elements that are needed to develop IPv6 risk assessment (IRA6) equation. The attack scenarios’ experiments; UDP Flooding, TCP Flooding and Multicast attacks were carried out in different network environment to show how the IPv6 risk assessment equation being used. The result shows that the IRA6 equation is more flexible to be used regardless the network sizes and easier to calculate the risk value compared to the existing risk assessment equations. Hence, network administrators can have a proper decision making and strategic planning for a robust network security.

scholarly journals Strategic Planning to Advance Equity on Campus: A Case Study at Portland State University

2018 ◽  
Vol 29 (1) ◽  
Author(s):  
Marisa Zapata ◽  
Stephen Percy ◽  
Sona Karentz Andrews
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Planning Process ◽  
Board Of Trustees ◽  
Unintended Consequences ◽  
Institutional Racism ◽  
State University ◽  
Diversity And Inclusion ◽  
Portland State University

Propelled by many factors, including a newly appointed Board of Trustees responsible for governance of our university, resource shortages, and enrollment swings, Portland State University embarked on a strategic planning effort in 2014 with the intent of reunifying a divided campus and creating a bold vision for moving forward in the next five years. While committed from the start to goals of diversity and inclusion, the planning process itself generated greater awareness of and commitment to equity—a bolder vision of empowerment that creates a responsibility to understand and mitigate negative, but often unintended consequences of, campus decisions and action—particularly as they impact groups that have experienced institutional racism and injustice. Equity emerged not only as a goal, with intendant initiatives for action, but also as a commitment to conscientious ongoing attention to decision-making that embraces utilization of an equity lens.

scholarly journals IMPLEMENTASI PERENCANAAN STRATEGIS

2015 ◽  
Vol 3 (1) ◽  
pp. 1-21
Author(s):  
Martin Amnillah
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Planning Strategy ◽  
External Analysis

The decision making would always affect some efforts in manifesting the existence of an organization, through activities conducted in delivering services as well as development implementation in the upcoming future. Strategic planning as an attempt of decision making is aimed at clarifying the oriented vision of an organization in creating priority and solving the main problem of organization. Despite the fact that planning strategy provides significant benefits, there are no guarantees that everything will run smoothly. This is because the strategy is merely a conceptual procedure and approach. SWOT as a strategic formula could be regarded as a means of analyzing the environment thoroughly either internal or external analysis.

scholarly journals Formation of Sports Public Policy within the Context of Hierarchy Governance

2019 ◽  
Vol 18 (3) ◽  
pp. 35-45
Author(s):  
Vilma Čingienė ◽  
Mindaugas Gobikas
Keyword(s):  
Public Policy ◽  
Decision Making ◽  
Strategic Planning ◽  
Data Collection ◽  
Environmental Analysis ◽  
Personal Responsibility ◽  
Policy Formation ◽  
Ministry Of Education ◽  
Sports Governance ◽  
Education Science

This article aims to analyse the process of formation of sports public policy in Lithuania within the theoretical context of hierarchy governance. This study consisted of collection and analysis of official documents regarding sports public policy formation from 2011 until 2018. The data collection was aimed at uncovering of key components of the process of public policy formation – environmental analysis, strategic planning, competence and decision making power, and stakeholders. The main findings of the research concluded that Lithuanian sports governance, along with the majority of other European countries, is defined as bureaucratic configuration. The main responsibility within the process of sports public policy formation falls on the Ministry of Education, Science and Sports and active national non-government sports organisations, while principal objectives of the Lithuanian sports public policy formation are laid out in strategic documents. However, the implementation needs to be centred on institutional and personal responsibility, proper environmental regard and tolerance, and the ability to listen and to reach an agreement.

E-Governance and Natural Hazards in Mozambique

2015 ◽  
pp. 253-268 ◽  
Author(s):  
Avelino Mondlane ◽  
Karin Hasson ◽  
Oliver Popov
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Information And Communication Technologies ◽  
Local Governments ◽  
Best Practice ◽  
Good Governance ◽  
Communication Technologies ◽  
Information And Communication ◽  
Decision Making Processes ◽  
The Impact

Strategic planning is a decisive process toward sustainable development for any organization. Mozambique has developed many tools toward good governance, among which Poverty Alleviation Strategy Paper (PARPA) is an umbrella. PARPA includes different key decisive segments of society, particularly the Information and Communication Technologies (ICTs) as the pool for development. This chapter investigates to what extent e-Governance, particularly the development of strategies based on ICTs, can contribute to minimize the impact of floods at local governments by addressing best practice and decision-making process. The authors address backcasting methodology as an approach to consider in a participatory strategic planning for long-term decision-making processes. They use Chókwe District as a showcase where e-governance has an impact in mitigating and preventing the impact of floods.

Budgeting as a Tool for Sustainable Development

2018 ◽  
pp. 42-60
Author(s):  
Fatih Yılmaz
Keyword(s):  
Decision Making ◽  
Sustainable Development ◽  
Strategic Planning ◽  
Financial Management ◽  
Sectoral Differences

Corporations are profit-oriented organizations. If they do not have enough profit, they cannot survive. The expectations and forecasts have a key role in decision making. Thorough those expectations and forecasts, a scenario is developed. If a scenario contains financials, it means that a budget is prepared. Budget is a kind of financial simulator of a business. Budgeting is a vital tool in financial management for sustainable development. Budgeting also maintains the effectiveness of capital and resource of the company. There is diversity in the budgets of each sector or each industry. Manufacturing, logistics, airlines, construction, hospitality, and others have sectoral differences in budgeting. In this chapter, objectives of budgeting, budgeting methods, steps in budgeting, sectoral differences, relationship between budgets, and strategic planning are discussed.

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