Strategic decision-making models of executive leadership: Empirical review and evaluation.

2004 ◽  
pp. 207-231
Author(s):  
Stephen J. Zaccaro
Keyword(s):  
Decision Making ◽  
Executive Leadership ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Models

A Strategic Decision-Making Framework in Cyberspace

2019 ◽  
pp. 64-75
Author(s):  
Jim Q. Chen
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Short Period ◽  
Joint Operations ◽  
Decision Making Models ◽  
Decision Making Framework

Cyberspace possesses unique characteristics, which should be taken into consideration in order to ensure the success of cyber operations or joint operations. How can the unique characteristics be addressed in strategic decision making? How can relatively more effective and efficient courses of action be selected or generated in cyberspace within a short period of time? These questions need to be addressed. This chapter briefly discusses the key requirements for strategic decision making. After a discussion about the key unique characteristics of cyberspace, it reveals the challenges that traditional strategic decision-making models are facing. Based on this analysis, this chapter proposes a new strategic decision-making framework in cyberspace, which helps to select or generate relatively more effective and efficient courses of action for a specific environment within a short period of time, thus guaranteeing the success in missions.

Sleepwalking into Catastrophe: Cognitive Biases and Corporate Climate Change Inertia

2017 ◽  
Vol 59 (3) ◽  
pp. 74-108 ◽  
Author(s):  
Daina Mazutis ◽  
Anna Eckardt
Keyword(s):  
Climate Change ◽  
Decision Making ◽  
Cognitive Biases ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Processes ◽  
Moral Dimensions ◽  
Decision Making Models

Despite the consensus that climate change will have huge consequences not just for the planet but also on corporate operations, businesses continue to fail to adjust their strategic decision-making processes to become more sustainable. One of the silent culprits behind climate change inertia lies in the cognitive biases at play in corporate decision making. This article builds on existing strategic decision-making models to explain how biases prevent managers from accurately identifying the moral dimensions of climate change. It also presents a broad range of practical interventions for how this constraint can be overcome.

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