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.

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.

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 Thinking: The Role in Successful Management

2017 ◽  
Vol 9 (4) ◽  
pp. 44
Author(s):  
Marcelo Amaral Dionisio
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Strategic Management ◽  
Strategic Thinking ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Business Organizations ◽  
Successful Management ◽  
Strategic Process

Strategic thinking and strategic planning are concepts that are not clearly defined both in the literature and in the practice of business organizations and sometimes they are used interchangeably with each other or with strategic management. The purpose of this text is to differentiate and define both concepts and relate their role with the strategic decision making process of a firm. The text ends by approaching the issue of sustainability as a new challenge in the strategic process.

Cost-Effectiveness Analysis

2019 ◽  
pp. 69-86
Author(s):  
Jeremy A. Lauer ◽  
Alec Morton ◽  
Melanie Bertram
Keyword(s):  
Decision Making ◽  
Economic Evaluation ◽  
Cost Effectiveness ◽  
Strategic Planning ◽  
Hybrid Approach ◽  
Cost Effectiveness Analysis ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Value For Money ◽  
Effectiveness Analysis

Cost-effectiveness analysis (CEA) is a form of economic evaluation concerned with efficiency: that is, with achieving the most for the resources (“value for money”). This chapter explains the appeal and relevance of CEA and describes its use in localized and strategic decision-making. Localized decision-making (marginal CEA using thresholds) poses the risk of “baking in” past allocation errors, while strategic decision-making (generalized CEA) can be impractical due to the large amount of information required, among other considerations. The authors provide an example of using CEA to evaluate a program for tuberculosis treatment and close with some recommendations for using CEA in strategic planning, which is a hybrid approach linking the localized and strategic approaches to CEA and remedying thereby some of the defects of each.

HR managers’ decision-making processes: a “reflective practice” analysis

2016 ◽  
Vol 39 (6) ◽  
pp. 655-671 ◽  
Author(s):  
Carolina Walger ◽  
Karina De Dea Roglio ◽  
Gustavo Abib
Keyword(s):  
Decision Making ◽  
Reflective Practice ◽  
Management Practice ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Decisions ◽  
Content Type ◽  
Decision Making Processes ◽  
Reflection In Action ◽  
Hr Managers

Purpose Human resources (HR) department managers play an important role in the processes of defining and implementing organizational strategies. From this perspective, decisions made by HR managers directly influence organizations’ competitiveness. There is a gap in the literature related to decision-making processes by these managers, particularly with respect to the subjective elements involved in them. This paper’s aim is to analyze HR managers’ strategic decision-making processes from the perspective of reflective practice. Design/methodology/approach A qualitative study was conducted based on an analysis of five HR department managers’ strategic decision-making processes. Findings The results indicate that reflection-in-action is one possibility for narrowing the gap between action and reflection in management practice, as this could contribute to improving strategic decisions; HR managers’ decisions are delimited by internal and external organizational issues; and these decisions involve intensive information sharing. Research limitations/implications The results of this research contribute to extend the existing knowledge on reflection, one of the subjective elements that influences decision-making processes, and which has been identified as a subject in need of research by several authors (Eisenhardt and Zbaracki, 1992; Hambrick, 2007; Langley et al., 1995; Nutt, 2010). Practical implications A better understanding of HR managers’ decision-making processes, particularly in the Brazilian context, which other organizations can use as examples of alternative choices for HR departments strategic management. For managers, reflection-in-action facilitates an effective decision-making process, increases self-knowledge, contributes to the processes of individual and organizational learning and improves managers’ global overview of their organizations. Originality/value These results represent a development in understanding one of the subjective elements of HR department managers’ decision-making processes – reflection – and should help to improve the results of strategic decisions by these managers and by managers of other organizational departments.

scholarly journals Strategic decision making in infrastructure sectors : participatory foresight and strategic planning for sustainable sanitation

2009 ◽  
Vol 64 (2) ◽  
pp. 73-80 ◽  
Author(s):  
E. Störmer ◽  
B. Truffer
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Lessons Learned ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Future Research ◽  
Strategic Decisions ◽  
Participatory Foresight ◽  
Participative Approach ◽  
Framework Conditions

Abstract. Infrastructure sectors in general, and urban water management in particular, have developed over the past couple of decades within the confines of a rather narrow and stable socio-technical regime. Nowadays, these infrastructures are increasingly confronted with uncertain context conditions, a broadened spectrum of technological alternatives and an increasing heterogeneity of value positions. As a consequence, the longterm sustainability of these sectors has been questioned by many commentators. Of particular importance is the way strategic decisions are made. Current approaches tend to block important opportunities for sustainable transformation. It is argued here that a more reflexive, discursive and participative approach to strategic planning is needed. The paper introduces «Regional Infrastructure Foresight» (RIF) as a method which combines foresight on regional framework conditions with a stakeholder assessment of a broad range of system options. The paper presents the methodology in some detail and discusses the main lessons learned through three empirical applications in the Swiss sanitation sector. Based on these experiences, it is argued that strategic decision making in infrastructures is of high relevance for regional policy and therefore warrants more attention in future research in economic and political geography.

scholarly journals Environmental uncertainty and managerial attitude: Effects on strategic planning, non-strategic decision-making and organisational performance

2001 ◽  
Vol 32 (3) ◽  
pp. 17-31 ◽  
Author(s):  
J. F. Cohen
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Structural Model ◽  
Environmental Uncertainty ◽  
Strategic Decision ◽  
Rational Approach ◽  
Strategic Decision Making ◽  
Organisational Performance ◽  
Strategy Formulation ◽  
Perceived Environmental Uncertainty

The strategic management literature has been attempting to confirm the validity of strategic planning as a managerial activity for the past 30 years. Results, however, have been confusing and contradictory and have done little to advance the cause of strategic planning as a rational approach to strategy formulation. In order to better understand the nature of the planning-performance relationship, this paper developed and tested a structural model linking perceived environmental uncertainty, and managerial attitude, to strategic planning, non-strategic decision-making and organisational performance. Data was collected from over 140 respondents and results revealed that managerial attitude, rather than perceived uncertainty in both the task and general environments, is the largest determinant of the emphasis placed on strategic planning activities. The validity of strategic planning was confirmed as it was significantly and positively related to performance, while non-strategic decision-making had negative performance implications.

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