Analysis of Complex Decisional Situations in Companies with the Support of AHP Extension of Vroom-Yetton Contingency Model

Abstract

Decision-making processes are crucial for individuals, groups, and organisations to gain and sustain the competitive advantage. The choice of the most appropriate decision style remains the very complex issue. Weaknesses of the original Vroom-Yetton contingency model, referring to the validity and reliability of the model were addressed by fuzzy decision trees or expert systems utilisation. In Analytic Hierarchy Process approach to decision making, priorities of alternatives are derived objectively after subjective judgments are made. In practical part, three individual decision making personalities on four different standardised situational cases are exemplified to compare recommendations provided by the contingency tree with subjective preferences of decision makers in the proposed model.