Supreme Court Justices as Strategic Decision Makers: Aggressive Grants and Defensive Denials on the Vinson Court

1995 ◽  
Vol 57 (3) ◽  
pp. 824-837 ◽  
Author(s):  
Robert L. Boucher, ◽  
Jeffrey A. Segal
Keyword(s):  
Supreme Court ◽  
Decision Makers ◽  
Strategic Decision

Nonrepresentative Representatives: An Experimental Study of the Decision Making of Elected Politicians

2017 ◽  
Vol 112 (2) ◽  
pp. 302-321 ◽  
Author(s):  
LIOR SHEFFER ◽  
PETER JOHN LOEWEN ◽  
STUART SOROKA ◽  
STEFAAN WALGRAVE ◽  
TAMIR SHEAFER
Keyword(s):  
Decision Making ◽  
Direct Evidence ◽  
Sunk Costs ◽  
Decision Makers ◽  
Strategic Decision ◽  
Personality Profiles ◽  
Future Time ◽  
Policy Choices ◽  
The Status ◽  
Considerable Body

A considerable body of work in political science is built upon the assumption that politicians are more purposive, strategic decision makers than the citizens who elect them. At the same time, other work suggests that the personality profiles of office seekers and the environment they operate in systematically amplifies certain choice anomalies. These contrasting perspectives persist absent direct evidence on the reasoning characteristics of representatives. We address this gap by administering experimental decision tasks to incumbents in Belgium, Canada, and Israel. We demonstrate that politicians are as or more subject to common choice anomalies when compared to nonpoliticians: they exhibit a stronger tendency to escalate commitment when facing sunk costs, they adhere more to policy choices that are presented as the status-quo, their risk calculus is strongly subject to framing effects, and they exhibit distinct future time discounting preferences. This has obvious implications for our understanding of decision making by elected politicians.

scholarly journals Knowing Yourself and Knowing the Others

2021 ◽  
pp. 121-139
Author(s):  
Xiu-bao Yu
Keyword(s):  
Decision Making ◽  
Deep Understanding ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
External Information ◽  
Basic Information ◽  
Resources And Capabilities

AbstractThis chapter introduces the basic information for the need of strategic decision-making, including internal key information of the organization, external information. Strategic decision makers are required to conduct analysis and have a deep understanding of the industry trend and of the organization resources and capabilities.

The Match Between Structural Attributes and Content-Based Orientation of Managerial Cognition: An Exploratory fsQCA Study of ‘Hidden Champions’

2021 ◽  
pp. 1-29
Author(s):  
Linan Lei ◽  
Yanan Fu ◽  
Xiaobo Wu ◽  
Jian Du
Keyword(s):  
High Performance ◽  
Qualitative Comparative Analysis ◽  
Empirical Method ◽  
Decision Makers ◽  
Strategic Decision ◽  
Cognitive Content ◽  
Managerial Cognition ◽  
Organizational Action ◽  
Structure Complexity ◽  
Technology Orientation

ABSTRACT Strategic decision makers interpret information and translate it into organizational action through the lens of strategic schemas. How should firms realize high performance with various strategic schemas? Cognitive content and structure have been shown to underlie strategic schemas, but few studies have considered them together. This study employs aggregation analysis to clarify the interaction between cognitive content (technology orientation, market orientation) and structure (complexity, centrality) in affecting the firm performance (FP) of ‘hidden champion’ companies, identified by the Economy and Information Technology Department of Zhejiang Province, China. The empirical method applies fuzzy-set qualitative comparative analysis to generate strategic schema profiles for high FP. This exploratory study fills a gap in the literature on managerial cognition and provides key lessons from ‘hidden champion’ companies in China and their paths for small- and medium-sized enterprises to grow.

Analysis and Intuition in Strategic Decision Making

2011 ◽  
pp. 1531-1542
Author(s):  
Zita Zoltay Paprika
Keyword(s):  
Decision Making ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Strategic Decisions ◽  
Managerial Skills ◽  
Research Scholarship ◽  
Empirical Tests

Many management scholars believe that the process used to make strategic decisions affects the quality of those decisions. However, several authors have observed a lack of research on the strategic decision-making process. Empirical tests of factors that have been hypothesized to affect the way strategic decisions are made are notably absent (Fredrickson, 1985). This article reports the results of a study that attempts to assess the effects of decision-making circumstances, focusing mainly on the approaches applied and the managerial skills and capabilities the decision makers built on during concrete strategic decisionmaking procedures. The study was conducted in California between September 2005 and June 2006 and it was sponsored by a Fulbright research scholarship grant.

scholarly journals Toward Better Design-Related Decision Making: A Proposal of an Advanced OODA Loop

2019 ◽  
Vol 1 (1) ◽  
pp. 2387-2396
Author(s):  
Mattia Vettorello ◽  
Boris Eisenbart ◽  
Charlie Ranscombe
Keyword(s):  
Decision Making ◽  
Divergent Thinking ◽  
Abductive Reasoning ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Under Uncertainty ◽  
Alternative Strategies ◽  
Left Behind ◽  
Lateral Thinking

AbstractTo be successful in innovation, organisations need to be dynamically adaptable to novel situations to avoid getting ‘left behind’. Yet, they face vast uncertainties stemming from unforeseeable technological shifts or future user and market behaviour, making strategic decision-making on innovation an extremely difficult task. Decision-makers thus increasingly try to control or shape the future, rather than foresee it. This includes thinking ahead and generating potential pathways that will make an innovation viable. This captures the essence of designerly ways of thinking in reasoning toward ‘what might be’. Extant literature has been reviewed that discusses alternative strategies how this future-oriented thinking can be applied to become better at selecting novel ideas for development. We observe parallels between divergent thinking, abductive reasoning, analogising and lateral thinking suggested by different authors in this process. The paper continues to propose how these key mechanisms can be embedded within an existing framework for decision-making under uncertainty, the ‘OODA Loop’, which has seen increasing uptake in such decision-making scenarios.

The impacts of adaptive attacking and defending strategies on mitigation of intentional threats

Kybernetes ◽  
2010 ◽  
Vol 39 (5) ◽  
pp. 825-837 ◽  
Author(s):  
Jing Zhang ◽  
Shifei Shen ◽  
Rui Yang
Keyword(s):  
Information Disclosure ◽  
Stochastic Game ◽  
Adaptive Strategies ◽  
Decision Makers ◽  
Strategic Decision ◽  
Theoretic Approach ◽  
Content Type ◽  
Disclosure Policy ◽  
Game Theoretic ◽  
Game Theoretic Approach

PurposeThe purpose of this paper is to focus on resource allocation and information disclosure policy for defending multiple targets against intentional attacks. The intentional attacks, like terrorism events, probably cause great losses and fatalities. Attackers and defenders usually make decisions based on incomplete information. Adaptive attacking and defending strategies are considered, to study how both sides make more effective decisions according to previous fights.Design/methodology/approachA stochastic game‐theoretic approach is proposed for modeling attacker‐defender conflicts. Attackers and defenders are supposed both to be strategic decision makers and partially aware of adversary's information. Adaptive strategies are compared with different inflexible strategies in a fortification‐patrol problem, where the fortification affects the security vulnerability of targets and the patrol indicates the defensive signal.FindingsThe result shows that the intentional risk would be elevated by adaptive attack strategies. An inflexible defending strategy probably fails when facing uncertainties of adversary. It is shown that the optimal response of defenders is to adjust defending strategies by learning from previous games and assessing behaviors of adversaries to minimize the expected loss.Originality/valueThis paper explores how adaptive strategies affect attacker‐defender conflicts. The key issue is defense allocation and information disclosure policy for mitigation of intentional threats. Attackers and defenders can adjust their strategies by learning from previous fights, and the strategic adjustment of both sides may be asynchronous.

scholarly journals Do stakeholders matter in strategic decision making of a sports organization?

2014 ◽  
Vol 54 (6) ◽  
pp. 647-658 ◽  
Author(s):  
Dina Alexandra Marques Miragaia ◽  
João Ferreira ◽  
André Carreira
Keyword(s):  
Decision Making ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Correct Identification ◽  
Stakeholder Groups ◽  
Sports Organization ◽  
Pearson Correlations

This study aims to identify and prioritize the stakeholders involved in making decisions in a sports organization. A multiple linear regression analysis was used to assess the influence of the attributes of power, legitimacy and urgency on the salience of the various stakeholders. The results showed a convergence of external and internal decision makers' perceptions, concerning the three main stakeholder groups: top management, sponsors and member association. Pearson correlations identified four types of stakeholder: definitive, dangerous, demanding and non-stakeholders. A generalized differentiation was also found in stakeholder classification, regarding evaluation of attributes, between external and internal decision makers. In addition, the study suggests the success of organizations' management will depend on correct identification of stakeholders and consequent assessment of their relevance, in order to highlight who should get priority, and how, in strategic decision making.

scholarly journals Knowledge management in Brazilian, Portuguese and Polish organizations: A comparative analysis

2016 ◽  
Vol 4 (1) ◽  
pp. 29-41
Author(s):  
Florinda Matos ◽  
Válter Vairinhos ◽  
Fábio Ferreira Batista ◽  
Joanna Paliszkiewicz ◽  
Maria do Rosário Cabrita
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Explicit Knowledge ◽  
Critical Issue ◽  
Decision Makers ◽  
Strategic Decision ◽  
Business Success ◽  
Sustainable Business ◽  
Strategic Factor ◽  
Available Information

The knowledge emerges as a strategic factor that enables organizations to create wealth through the transformation of tacit knowledge into explicit knowledge. Knowledge Management (KM) activities are recognized as a critical issue for the development of innovation in the companies. However, KM is now a major challenge because, with the growth of available information, this task becomes increasingly complex. In addition, KM involves the management of organizational culture, based on principles of organizational learning. This paper presents the results of an exploratory study conducted among the decision makers of Portuguese, Brazilian and Polish companies and aims to determine the perception they have of the future needs of knowledge and information. We intended to identify future areas of research that can address the needs of knowledge that create conditions for a more sustainable business. Furthermore, this paper also aims to identify factors which could help to improve knowledge management practices in the three countries. The findings demonstrate that Portuguese and Polish managers are aware of the importance of KM as a determinant factor of business success, but KM is not frequently used in strategic decision making. Unlikely, the process of KM is a more common practice in Brazilian companies.

scholarly journals Analysis and intuition in strategic decision making. The case of California

2007 ◽  
pp. 60-67
Author(s):  
Zita Zoltayné Paprika
Keyword(s):  
Decision Making ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Strategic Decisions ◽  
Managerial Skills ◽  
Research Scholarship ◽  
Empirical Tests

Many management scholars believe that the process used to make strategic decisions affects the quality of those decisions. However several authors have observed a lack of research on the strategic decision making process. Empirical tests of factors that have been hypothesized to affect the way strategic decisions are made notably are absent. (Fredrickson, 1985) This paper reports the results of a study that attempts to assess the effects of decision making circumstances focusing mainly on the approaches applied and the managerial skills and capabilities the decision makers built on during concrete strategic decision making procedures. The study was conducted in California between September 2005 and June 2006 and it was sponsored by a Fulbright Research Scholarship Grant.

scholarly journals Multi-Criteria Analysis for Business Location Decisions

Mathematics ◽  
2021 ◽  
Vol 9 (20) ◽  
pp. 2615
Author(s):  
Virginia Perez-Benitez ◽  
German Gemar ◽  
Mónica Hernández
Keyword(s):  
Decision Problem ◽  
Geometric Analysis ◽  
Decision Makers ◽  
Strategic Decision ◽  
Preference Ranking ◽  
Location Decisions ◽  
European Cities ◽  
Multi Criteria Analysis ◽  
Hierarchy Process ◽  
A Company

Choosing the physical place in which to locate a company or make investments is a strategic decision that managers must make when their business activities begin and as they expand. These decisions are key to firms’ survival. This study sought to shed light on this decision problem and assist managers in making these decisions. The first research objective was to examine the different dimensions that decision makers should consider regarding locations. The second objective was to test the efficacy of multi-criteria analysis methods regarding this decision problem. More specifically, this study applied a combination of the preference ranking organization method for enrichment of evaluations and the geometric analysis for interactive aid method, complemented by the analytical hierarchy process. The last objective was to rank major European cities on their suitability as business locations. The results include a preferential ranking of 66 European cities. London is the best positioned in all dimensions, followed by Paris and Barcelona. The findings’ originality comes from the inclusion of dimensions such as climate, security, and technology, which are given little weight in other similar indices, as well as the fresh approach to this decision problem from a business perspective and the combination of methodologies.

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