scholarly journals Executive Decision-Making: Piloting Project ECHO® to Integrate Care in Queensland

2020 ◽  
Vol 20 (4) ◽  
Author(s):  
Perrin Moss ◽  
Nicole Hartley ◽  
Jenny Ziviani ◽  
Dana Newcomb ◽  
Trevor Russell
Keyword(s):  
Decision Making ◽  
Integrate Care ◽  
Project Echo ◽  
Executive Decision Making

The Role of the Subconscious in Executive Decision-Making

1967 ◽  
Vol 13 (8) ◽  
pp. B-519-B-526 ◽  
Author(s):  
Robert C. Ferber
Keyword(s):  
Decision Making ◽  
Executive Decision Making

scholarly journals Executive decision-making in fashion retail: a phenomenological exploration of resources and strategies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Danielle Sponder Testa ◽  
Elena E. Karpova
Keyword(s):  
Decision Making ◽  
Academic Research ◽  
Phenomenological Approach ◽  
Study Data ◽  
Decision Making Process ◽  
Business Decision ◽  
Content Type ◽  
External Data ◽  
Executive Decision Making ◽  
Fashion Retail

PurposeDecision-makers must be well-informed to successfully impact the future of the business. The purpose of this study was to explore experiences of US fashion retail executives when making business decisions to understand what resources and strategies are utilized within the decision-making process. Additionally, the role of academic research within executive decision-making process was explored.Design/methodology/approachThis study utilized a phenomenological approach to understand the experiences of fashion retail executives when engaging in business decision-making. Fifteen US fashion retail executives participated in the study. Data were collected through in-depth individual interviews and thematically coded to gain a holistic perspective of the decision-making process within the fashion retail industry.FindingsAs the result of the data analysis and interpretation, three topical areas emerged:: “Incredible Amounts of Information,” “Industry Specific Academic Research” and “Have a Clear Road Map.” The findings suggested that while the facts gleaned from internal and external data are of great importance to fashion professionals, insights gathered from social media are equally influential within the decision-making process. The authors identified five major strategies utilized consistently by fashion retail executives regardless of the type of business they represented: collaboration, adaptability, speed, gut instinct and creativity.Research limitations/implicationsThe results are important to fashion retail companies for improving internal decision-making processes. The identified resources and strategies of the decision-making process can be incorporated into fashion program curricula and considered as learning outcomes when preparing future industry professionals.Originality/valueLimited studies have explored the decision-making process specific to the fashion retail environment, an uncertain and ever-changing industry. Further, the study shed light on the opportunity for academic research use in fashion retail decision-making and contributes to the literature by developing a fashion retail decision-making model.

Toehold Acquisitions as Behavioral Real Options

2017 ◽  
Vol 59 (3) ◽  
pp. 42-73 ◽  
Author(s):  
Han T. J. Smit ◽  
Joris C. M. Kil
Keyword(s):  
Decision Making ◽  
Real Options ◽  
Negative Effects ◽  
Behavioral Biases ◽  
Managerial Attention ◽  
Executive Decision Making

Dealmakers tend to neglect uncertainty when making acquisition decisions, rushing into deals that eventually fail to deliver the anticipated synergies. Cause for this uncertainty neglect can be found in behavioral biases that cloud executive decision making. Acquirers should more often use minority stakes as a toehold to test full acquisitions and to guard themselves against the negative effects of uncertainty. An extended valuation toolkit that requires more managerial attention to uncertainty and behavioral pitfalls can help executives to better identify and value the benefits of minority stake strategies as an alternative to controlling acquisitions in uncertain situations.

Managing Executive Information Systems for Strategic Intelligence in South Africa and Spain

2011 ◽  
pp. 1274-1296
Author(s):  
Udo Richard Averweg ◽  
Jose L. Roldan
Keyword(s):  
South Africa ◽  
Decision Making ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Executive Information Systems ◽  
Strategic Intelligence ◽  
Computer Based ◽  
Executive Decision Making ◽  
The Right ◽  
Practical Implications

Strategically important information for executive decision-making is often not readily available since it may be scattered in an organization’s internal and external environments. An executive information system (EIS) is a computer-based technology designed in response to specific needs of executives and for decision-making. Executives having the “right” information for strategic decision-making is considered critical for strategic intelligence (SQ). SQ is the ability to interpret cues and develop appropriate strategies for addressing the future impact of these cues. In order to gauge the current situation in respect of information in an EIS and for managing future EIS development, the authors research EIS in organizations in two selected countries: South Africa and Spain. From their EIS study, parallelisms and differences are identified and implications for SQ are discussed. Some practical implications for future EIS development are given. The authors suggest these should be considered so that SQ for executive decision-making is facilitated.

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