scholarly journals Green Strategic Planning Approach for International Shipping Activities

2019 ◽  
Vol 12 (1) ◽  
pp. 41 ◽  
Author(s):  
Xiaofang Wu ◽  
Luoping Zhang ◽  
Huan Feng
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Point Of View ◽  
Strategic Decision ◽  
Life Cycle Thinking ◽  
Strategic Decision Making ◽  
Holistic View ◽  
International Shipping ◽  
Green Development

Sustainability is a long-term and ultimate goal for international shipping, although it is slowly making progress. The shipping perspective that moves away from “port-to-port” operations to “door-to-door” services also requires international shipping to take a long-term and holistic view instead of fragmented efforts. How to achieve the long-term sustainability goal becomes a key issue for door-to-door international shipping. Hence, green strategic planning for door-to-door international shipping was proposed with green development that puts forward the eco-centric point of view as its basic theory for sustainability. This study used a strategic decision-making approach, a so-called multi-dimensional decision-making (MDDM), coupled with the life-cycle thinking and continual improvement of ISO 14000, to achieve strategic planning for door-to-door international shipping aiming at sustainability. A case study showed an example of potential framework and/or methodology for the door-to-door international shipping, which integrates green development principles into international shipping planning to reach the long-term goal of sustainability, and meet the needs of the “door-to-door” logistics. It not only points out the general environmental problems but also identifies many critical issues for sustainability in international shipping. As a result, this study developed an approach and methods for sustainable door-to-door international shipping based on the proactively strategic decision-making associated with green development.

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.

Group Decision And Negotiation In Strategic-Decision-Making

2011 ◽  
pp. 322-351
Author(s):  
Tamio Shimizu ◽  
Marley Monteiro de Carvalho ◽  
Fernando Jose Barbin
Keyword(s):  
Decision Making ◽  
Point Of View ◽  
Strategic Decision ◽  
Rational Approach ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Great Effort ◽  
Logical Operators ◽  
Cognitive Limitations ◽  
Decision Alternatives

In the previous chapters, decisions models have been modeled based on the economic point of view of the problem expressed mainly through quantitative values and, in some cases by qualitative representation. The economic perspective draws unique coherence from economic assumptions of rational behavior and it draws predictive power from strongly valid rules of influence that employ mathematical or logical operators. Because the decision must be expressed in a way that is compatible with the rules of inference, great simplicity, and structure are required. In strategic decision making problems great effort has been directed toward relaxing the mathematical constraints, while retaining the economic — logic inference. Another important aspect to be considered is that in both theoretical and practical decision-making models, fixed numbers of decision alternatives or prefixed value of parameters have been considered. The major inputs to the analysis of an econometric model of decision-making process are subjective probabilities, utility values, and decision tree structures. Individuals may differ in their subjective value of probabilities, their utilities of outcomes or in their perceptions of the subsequent actions available. Strategic decision problems involve not only one person’s opinion but involve a group of individuals belonging to different classes and levels of interests inside and outside the organization. No longer is the problem concerned with the selection of the preferred alternative of one person. The analysis must be extended for a group of decision-makers, each one exhibiting a certain preference structure, perceiving different consequences, and corresponding to a diverse set of interest and responsibility. In some cases, depending on the number of persons involved as well as on the nature of the decision problem (for instance, promoting or hiring persons or, electing the president) it will be necessary to adopt a voting system. How can different groups of individual affect a decision-making process? In this chapter, we consider some behavioral aspects of individuals and group of individuals that may affect a decision-making process. Behavioral perspectives of competitive decision-making are neither as well articulated nor as complete as those of economic view. In behavioral views cognitive limitations and the use of mental effort are emphasized. In contrast to the rational approach of the economic frame, the behavioral views acknowledge that players may adopt different kind of rationality.

Strategic Thinking

2021 ◽  
pp. 1857-1875
Author(s):  
César Camisón
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Analytical Model ◽  
Value Added ◽  
Strategic Thinking ◽  
Management Team ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Complex Nature ◽  
Strategic Decisions

This study attempts to address the present concern on the value added by strategic planning to orientate the adoption of strategic decisions by top management team, and how to overcome it with a strategic thinking. Since learning to think strategically can be understood as equivalent to learning to make strategic decisions, the first step is to define what strategic decisions are and what are the drivers that shape them. This chapter revises the different paradigms have been applied to the analysis of the complex nature of strategic decisions and the factors that influence them). The review of these explanatory frameworks for the strategic decision-making process starts with the rational-analytical model of strategy, based on strategic planning, before then reviewing and criticizing it from the perspective of the adaptive, satisficing, cultural, political and visionary strategic approaches. Third, the authors attempt to provide a well-founded explanation of what strategic thinking is and what skills are required of people who want to develop powerful strategic thinking.

scholarly journals STRATEGIC DECISION-MAKING SUPPORTED BY TRADITIONAL FINANCIAL INDICATORS

2019 ◽  
Vol 4 (1) ◽  
pp. 29-37
Author(s):  
Zoltán Musinszki ◽  
Gábor Béla Süveges
Keyword(s):  
Decision Making ◽  
Financial Statements ◽  
Financial Accounting ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Financial Indicators ◽  
Strategic Decisions ◽  
Economic Activities ◽  
Indicator Systems

Traditional financial indicators calculated from financial statements cannot provide adequate information for the management, do not support strategic decisions. The reason for this is the methodology used in producing financial statements and the operational logic of financial accounting. Financial accounting thinks in terms of business year that is 12 months. It deals with events of the past, more accurately, with so called economic activities. Financial accounting evaluates such economic activities in terms of monetary processes, which means that the traditional financial indicators have their limits in application. Could it mean that traditional financial indicators cannot be used in the long-term strategic decision making? In our study we point out two connections between financial indicators and strategic decision making. Firstly, we focus on financial indicators used in supported strategic decision making, in strategic indicator systems. Secondly, we focus on cases in which financial indicators complement the methods of strategic decision making, add something to the tools available in strategic management.

In the Eye of the Beholder: Top Managers’ Long-Term Orientation, Industry Context, and Decision-Making Processes

2018 ◽  
Vol 45 (8) ◽  
pp. 3114-3145 ◽  
Author(s):  
Ya (Lisa) Lin ◽  
Weilei Shi ◽  
John E. Prescott ◽  
Haibin Yang
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Temporal Orientation ◽  
Subjective Perception ◽  
Temporal Perspective ◽  
Top Managers ◽  
Decision Making Processes ◽  
Pharmaceutical Industries

Time orientation matters. While a temporal perspective is widely recognized as an important lens in strategic management research, few studies have explored how top managers’ temporal orientation affects strategic decision-making processes. We propose that top managers’ subjective perception of time, specifically, their long-term orientation, positively affects the comprehensiveness, speed, and creativity of strategic decision-making processes and that industry context moderates these relationships. Drawing on the organization-environment fit perspective and associated compatibility and temporal fit mechanisms, we found considerable support for our hypotheses in the semiconductor and pharmaceutical industries in China. Our findings reinforce the perspective that temporal referent points act as anchors for strategic decision-making processes.

Geospatial Decision Support Systems

2020 ◽  
pp. 163-177
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Information Systems ◽  
Decision Support Systems ◽  
Support Systems ◽  
Development Planning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Interactive Decision Support

The chapter is on the geospatial decision support systems. Challenges arise when simple GIS is used to support complex problems encountered at higher level, strategic decision-making, and long-term development planning. In this case, SDI can be more valuable. The chapter presents the perspective of information systems for decision support taking into account the following: the levels of decisions and the process of decision making. Trends on the tools and framework for interactive decision support systems are discussed focusing on geospatial decision support systems based on GIS and SDI.

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