Recognizing the New: A Multi-Agent Model of Analogy in Strategic Decision-Making

2007 ◽  
Author(s):  
Giovanni Gavetti ◽  
Massimo Warglien
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Agent Model ◽  
Multi Agent

scholarly journals Models of Strategic Decision-Making under Informational Control

Mathematics ◽  
2021 ◽  
Vol 9 (16) ◽  
pp. 1889
Author(s):  
Dmitry Novikov
Keyword(s):  
Decision Making ◽  
Online Social Networks ◽  
Internal State ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Multi Agent Systems ◽  
Agent Systems ◽  
Informational Control ◽  
Multi Agent ◽  
And Control

A general complex model is considered for collective dynamical strategic decision-making with explicitly interconnected factors reflecting both psychic (internal state) and behavioral (external-action, result of activity) components of agents’ activity under the given environmental and control factors. This model unifies and generalizes approaches of game theory, social psychology, theories of multi-agent systems, and control in organizational systems by simultaneous consideration of both internal and external parameters of the agents. Two special models (of informational control and informational confrontation) contain formal results on controllability and properties of equilibriums. Interpretations of a general model are conformity (threshold behavior), consensus, cognitive dissonance, and other effects with applications to production systems, multi-agent systems, crowd behavior, online social networks, and voting in small and large groups.

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.

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