Quality Of Strategic Decisions Research Articles

Decision Support Systems as a Moderator Affect the Relationship between Tacit Knowledge and Strategic Decision Quality Among Nurse Managers

Decision Support Systems as a Moderator Affect the Relationship between Tacit Knowledge and Strategic Decision Quality Among Nurse Managers

CEO Turnover and Openness of Decision-making Processes in the Post-succession Phase: Exploring a Threat-rigidity Perspective

This study examines how top leader turnover in the public sector affects organizational strategic decision-making processes in the post-succession phase. Survey responses of managers were combined with a novel database on CEO turnover in the U.S. Federal Government. Drawing on threat-rigidity theory, we hypothesize that as CEO turnover is perceived as a threatening event for both managers and CEOs themselves, organizations as a whole respond by becoming more rigid, centralizing strategic decision-making and restricting the flow of information. This has knock-on effects on the quality of strategic decisions and their implementation, with detrimental effects on the delivery of public services.

E-Governance and its Impact on Improving the Quality of Strategic Decision: An Analytical Study at Baghdad Investment Commission

The current study aims to know the impact of electronic governance in improving the quality of strategic decisions. The research was applied at Baghdad Investment Commission. The problem of the study was to identify the extent of the application of electronic governance and the degree of its impact on the quality of strategic decision. What are its dimensions and levels? how can public organizations provide their services in a way that meets the needs of their beneficiaries? Know the extent and impact of electronic governance’s dimensions on managers to percept the quality of strategic decision in the commission. The descriptive - analytical approach was relied upon, which is based on describing the phenomenon and then analyzing its causes and determining ways to copy with them. The researchers relied on the questionnaire form as a measurement tool it was distributed to a sample of 106 out of 110. It is represented by managers, heads of departments, divisions, and workers. A set of statistical methods were used to process the data, such as the arithmetic mean, KMO, SPSS, AMOS v.24, and standard deviation. The most important results that were reached were: Baghdad Investment Commission has websites in which data and information are constantly updated. It applies laws and punishes negligent parties within clear legal and seeks to reach good and decisive decisions. Research paper.

INTERACTIVE ROLE OF STRATEGIC CLARITY IN THE RELATIONSHIP BETWEEN ORGANIZATIONAL CONFLICT MANAGEMENT AND STRATEGIC DECISION QUALITY

Different supervision methods usually lead to internal organizational conflicts, especially in a multi-unit organization, such as The Iraqi Ministry of Interior (IMI). In this regard, Successful organizational conflict management (OCM) is fundamentally associated with Strategic Clarity (SC) in addressing such conflicts which is also linked to the Strategic Decision Quality (SDQ). However, the complexity of the abovementioned variables is understudied especially in the governmental security-service sectors. The present study provides a comprehensive analysis of the relationships between OCM, SC and SDQ in the IMI. A questionnaire, prepared for measuring the interactive role of SC in the relationship between OCM and the SDQ, was distributed among leaders and managers of that ministry. It was evident that SC significantly enhances the relationship between OCM and SDQ in the ministry, registering a substantial interactive effect of 0.25. The study concluded that the dimensions of SC amplify the strategic connection between OCM and the high-quality SDQ made by administrative leaders in the ministry. This emphasizes the need for further integration and activation of SC as part of the strategic vision, particularly in security challenges.

A strategic decision quality optimization approach with WSC framework

With China entering the era of high-quality development, it is of vital importance to improve strategic decision quality (SDQ) of state-owned enterprises (SOEs). As one of the most basic strategic decisions in the process of SOEs reform, position evaluation (PE) is seldom studied from the perspective of strategic decision. Instead of adopting the single decision-making body of traditional SDQ evaluation, a new PE model based on the multi-level strategic decision-making body and aiming at the dynamic balance between strategic stability and strategic change is constructed under the WSC (i.e., “Who”-“Should do”-“Can do”) framework combining top-down strategy and bottom-up strategy. Compared with the traditional model, the three key phases of this new PE model are establishing decision-making body, determining weight of bodies, and optimizing subject weights by K-means. The empirical results show that the model can comprehensively consider the opinions of senior, middle and grass-roots employees by reasonably optimizing subject weights, so as to effectively optimize the existing PE in SDQ of SOEs. This provides a direction for the SDQ optimization of SOEs and a new idea for SDQ evaluation research.

Knowledge visualisation and strategic decision-making outcomes in small and medium-sized enterprises

This article examines the direct and indirect (through strategic decision-making processes) impacts of knowledge visualisation on strategic decision quality and strategic decision commitment in small- and medium-sized enterprises (SMEs). Structural equation modelling (SEM) methodology was used to test the research model based on data collected from 209 senior managers of manufacturing SMEs that operate in food production in Egypt. The results suggest that knowledge visualisation has a significant positive effect on strategic decision-making processes, strategic decision quality and strategic decision commitment. In addition, strategic decision quality is dependent on strategic decision-making processes, but decision-making processes do not significantly impact strategic decision commitment. Knowledge visualisation through strategic decision-making processes could help organisations in making high-quality decisions. The research adds to the theories of knowledge-based view (KBV) and rational decision-making by demonstrating that knowledge visualisation could be a catalyst for effective strategic decision-making.

Information support of marketing activities of industrial enterprises and its efficiency

The aim of the article. The purpose of the article is to determine the key indicators for evaluating the effectiveness of the functioning of the marketing information system of industrial enterprises. The results of the analyses. The effective organization of the work of the marketing information system expands the possibilities of marketing activities due to the ability to accumulate and quickly process information. Such improvement can significantly improve the quality of strategic decisions and rationalize the processes of development of the marketing complex. Areas of improvement are: systems of analytical processing and detection of regularities; data organization and management systems; processing of large amounts of information; access to necessary sources of information; working with the necessary information formats; quick collection and processing of information; influence on the profitability of the enterprise, determination of a set of indicators for evaluating the effectiveness of the functioning of the marketing information system. Conclusions and direction for further research. In order to make balanced marketing decisions, it is necessary to have information about existing practical experience in solving problems similar to one's own, as well as by what methods they are implemented. This is achieved by applying a benchmarking approach. At the same time, the management of the company should take into account that their own experience is studied, researched and analyzed through communication links. Due to such interaction, the level of substantiation of management decisions increases, and thus the competitiveness of the enterprise itself. In the modern practice of building marketing information systems, the prevailing principle is that first all the necessary marketing information is covered, and then the information necessary for managers of a certain level of management is accumulated from it. Modern information technologies, using the capabilities of global information networks (Internet, Bitnet, DECnet and others) allow marketing departments to receive relevant information in a timely manner and in the necessary volumes.

Controllers and strategic decision-making: The role of cognitive flexibility in controller-manager collaboration

Extending research about controllers’ different roles, we develop new insights into how controllers collaborate with line managers and thereby shape strategic decision-making quality and speed. We introduce the concept of cognitive flexibility as an important characteristic of the controller-manager collaboration and hypothesize that the business partner role is positively related to cognitive flexibility in controller-manager collaboration, whereas the watchdog and scorekeeper roles are expected to have a negative association. Data collected through three surveys empirically supports these hypotheses for the business partner and scorekeeper roles. Furthermore, our results support the notion that cognitive flexibility in interpersonal collaboration is a key mechanism through which controller roles can influence strategic decision-making. Specifically, we find that the positive (negative) relation between the business partner (scorekeeper) role and the quality of strategic decisions is mediated by cognitive flexibility.

Indoor Air Quality and Strategic Decision Making

Decision making on the job is becoming increasingly important in the labor market, in which there is an unprecedented rise in demand for workers with problem-solving and critical-thinking skills. This paper investigates how indoor air quality affects the quality of strategic decision making based on data from official chess tournaments. Our main analysis relies on a unique data set linking the readings of air-quality monitors inside the tournament room to the quality of 30,000 moves, each of them objectively evaluated by a powerful artificial intelligence–based chess engine. The results show that poor indoor air quality hampers players’ decision making. We find that an increase in the indoor concentration of fine particulate matter (PM[Formula: see text]) by 10 [Formula: see text] (corresponding to 75% of a standard deviation in our sample) increases a player’s probability of making an erroneous move by 26.3%. The decomposition of the effects by different stages of the game shows that time pressure amplifies the damage of poor air quality to the players’ decisions. We implement a number of robustness checks and conduct a replication exercise with analogous move-quality data from games in the top national league showing the strength of our results. The results highlight the costs of poor air quality for highly skilled professionals faced with strategic decisions under time pressure. This paper was accepted by Prof. Yan Chen, behavioral economics and decision analysis. Funding: The authors gratefully acknowledge the financial support from the Graduate School of Business and Economics at Maastricht University as well as the Institute of Labor Economics Bonn. Supplemental Material: The online appendix and data are available at https://doi.org/10.1287/mnsc.2022.4643 .

Actual issues of Russian energy sector development

The article is devoted to the consideration of the most pressing issues related to the development of the modern energy sector of Russia. Among them there are the technical obsolescence of energy production facilities, a huge amount of unused energy equipment, serious disruption of the innovation cycle in the energy industry, and inefficient management. The authors pay special attention to the difficulties associated with the ever-accelerating process of digitalization of economy in general and the energy industry in particular. The article also predicts the most probable possibilities for the emergence of environmental problems initiated by the development of renewable energy. The priority tasks for the development of the energy sector are determined. The list of the mentions tasks includes domestic power equipment competitiveness increasing; ensuring full utilization of energy capacities; restoration of the innovation process; improving the quality of strategic decisions; solving the problem of negative impacts of digitalisation.

The Role of Proactive Behavior in Achieving Strategic Decision Quality

The aim of this research is to explore the role of proactive behavior and its dimensions, including taking responsibility, proactive personality, broadening the role, and self-efficacy, in achieving the quality of strategic decisions. The importance of this research lies in the colleges' pursuit of strategic opportunities, enhancing a culture of innovation and creativity in strategic processes, and improving goal achievement. The research problem revolves around investigating the impact of proactive behavior on the quality of strategic decisions based on the responses of administrative leaders in a sample of colleges at the University of Baghdad. The primary data collection tool used in this research is a questionnaire, with a community of (75) individuals. The questionnaire was distributed, and 63 valid responses were collected for statistical analysis, resulting in a response rate of (84%). The hypotheses were tested using the statistical software (SPSS V28). The research concludes that proactive behavior is effectively employed in achieving the quality of strategic decisions through risk and opportunity analysis, identifying appropriate plans and strategies, which can lead to achieving desired goals and enhancing organizational performance.

Moroccan family businesses professionalization: benefits and challenges

PurposeThe purpose of this research is to study the influence of professionalization on Moroccan family businesses and the challenges that hinder its success.Design/methodology/approachThe design is based on exploratory qualitative approach based on semi-directive interviews with 15 CEOs of unlisted Moroccan family businesses to gain a better understanding of CEOs' perceptions of management professionalization.FindingsThis research work gives rise to a result that professionalization helps family businesses cope with their competitive environment, improve the quality of strategic decisions and thus increase their performance. However, successful professionalization process requires certain cognitive, managerial, cultural and emotional skills that allow the overcoming of socio-emotional barriers and guarantee the efficacious implementation of change.Practical implicationsThis paper guarantees the identification of the mechanisms to be put in place to overcome the challenges that prevent the success of this professionalization by implementing a new professional culture inspired by family values and standards while respecting the conditions of economic profitability.Originality/valueThe originality of this paper lies in the analysis of the influence of professionalization on the family businesses' in the Moroccan context and the proposal of professionalization tracks to align with market requirements and strengthen the competitiveness of the company. Thus, this paper guarantees the identification of the mechanisms to be put in place to overcome the challenges that prevent the success of this professionalization by implementing a new professional culture inspired by family values and standards while respecting the conditions of economic profitability.

When the display of emotion is not enough: An emotion boundary management perspective on the quality of strategic decisions

In this study, we take an interest in how family business members create their emotion rules and emotion boundaries in and between the two spheres of business and family and how they manage these. We show that this management of emotion boundaries affects the quality of strategic decisions. We conclude that family members create emotion rules and emotion boundaries based on the meanings and understandings of time, space, and/or the relationships that are embedded within the family business emotion-framing rules. Depending on their concern for their own interests and goals, family goals and/or family business goals, they engage in emotional displays that lead to emotional balance, dissonance, or stamina. We reveal how emotional displays affect the decision outcome quality. We therefore contribute to the literature on the role of emotion boundary management in strategic management by evaluating a specific context where the spheres of family and business overlap with more complexity than in a typical case.

The complementary effects of rationality and intuition on strategic decision quality

Rationality and intuition are important dimensions of the strategic decision process. Prior studies have viewed these as distinct dimensions, providing limited insights for our understanding of strategic decision processes. Drawing on the dual process theory and research on process capability, this study examines the interplay between rationality and intuition based on a sample of 103 strategic decisions made by service firms in Greece. The results suggest that combining rationality and intuition at the same time leads to successful strategic decisions. Also, the moderating role of environmental dynamism was investigated. We found that in dynamic settings, decision-making teams which combine rationality and intuition outperform teams which use rationality or intuition separately. The implications of these findings for theory and practice are important and are analysed in the paper.

Exploring trust in the boardroom: the case of Nordic region

Purpose This paper aims to understand the relationship between the trust of executives in their board, board effectiveness (board performance and strategic decision quality) and organizational performance (financial and operational performance). Design/methodology/approach Data were collected from 184 board members in the Nordic region, using cross-sectional research design. Confirmatory factor analysis was used to test the validity of the used scales, whereas correlational analysis and mediation analysis via PROCESS macro in SPSS were used for testing of the hypotheses. Findings Trust between board members is positively correlated with both dimensions of board effectiveness and both tested dimensions of organizational performance. Besides, trust between the board members positively affects both financial and operational performance (significant total effects in mediation analysis). However, trust had a direct effect only on financial performance, whereas it shows an indirect effect on operational performance through both mediators, board performance and strategic decision quality. Research limitations/implications Future research should investigate trust into the board using a longitudinal design, and expand the sample cross-culturally, and control for the influence of other interpersonal variables in board members. Practical implications The development of trust in work relationships serves as the foundation for the establishment of significant team and organizational benefits. Business leaders should take into consideration trust issues in business teams and cultivate a trust culture in their organizations. Social implications The findings advance theoretical, social and empirical understanding of trust of executives in their board and its effect on board performance, strategic decision quality and perceived performance. The development of trust in work relationships enhances team performance, networks with strategic partners, community and government, and serves as the foundation for the establishment of trust in the society. Originality/value This is one of the scarce studies that examines direct and indirect effects of trust in board and organizational outcomes.

Does Emotional Intelligence Contribute to Quality of Strategic Decisions? The Mediating Role of Open Innovation

Purpose—The purpose of this research is to explore the direct relationship between the emotional intelligence of top management and the quality of strategic decisions they take for their companies. This relationship is further examined by the mediating role of open innovation in the context of intelligent information systems that can impact the way top managers take decisions. This research adopted a survey design as cross-sectional data were taken through questionnaires from top management of the UAE national banks. A final sample size of 213 questionnaires completed by managers was obtained and analyzed. As predicted, there was a strong, positive relationship between managers’ emotional intelligence and the quality of their strategic decisions. Open innovation has revolutionized the way top managers of banks take decisions that are later transformed into policies. Decision-makers are required to possess the skill of decision-making by being vigilant of their surroundings. Hence, they have emotional intelligence and intelligent information systems (IIS) only enhances the trait. IIS is the glorified version of open innovation that further contributes to the decision-making process and the quality of decisions. This research is one of a kind as no one has explored these dimensions of emotional intelligence in the UAE.

The association between cognitive biases and the quality of strategic decision making: Evidence from Jordanian banks

Excellence in strategic decision making is the driving force behind successful strategy adoption and implementation. However, it is becoming more and more complex as businesses emerge in unpredictable environments and conditions. The main objective of this study is to investigate the impact of cognitive bias and its dimensions (the illusion of control, prior hypothesis bias, escalating commitment bias and representativeness, and availability bias) on strategic decision making. In terms of methodology, the study used a random sampling technique. The study applied a survey as a research tool distributed among 138 bankers (employees at the managerial level) in managerial and administrative positions. Further, descriptive analysis and regression analysis were used to analyze the data and test hypotheses. The results show a positive and significant effect of the illusion of control and representativeness. The results show that the illusion of control, prior hypothesis bias, escalating commitment bias and representativeness, and availability bias significantly impact the strategic decision-making in Jordanian banks. It is concluded that the null hypothesis will be accepted and, therefore, the alternative hypothesis will be rejected based on the significant levels for the primary and secondary hypotheses. The factors of the escalating commitment bias, the availability bias, and the reasoning by analogy were not significant. Finally, the study recommends developing more literature on integrating psychology and discrimination and applying the research to different industries and managerial levels.

A Relationship Model between Top Management Team Cognitive Heterogeneity and Strategic Decision Quality and Its Implications for Sustainability

To achieve sustainable development, a top management team (TMT) and the quality of its strategic decisions on sustainability are critical. This paper builds a relationship model between top management team (TMT) cognitive heterogeneity and the quality of strategic decisions. This research is important because TMT cognitive heterogeneity can comport decision-making schemes with complex and changing environments. Specifically, this paper explores the intermediary role of the team fusion process composed of different shareholders’ agents in integrating TMT heterogeneous cognition to improve the quality of strategic decisions. It adopts the upper echelon theory, which proposes that decision-makers have limited rationality and face difficulty in collecting and analyzing information in complex and changing environments. A questionnaire survey of 107 Chinese enterprises was conducted. Through the research framework of “cognitive heterogeneity–team fusion–strategic decision quality,” this paper constructs a moderated mediator model with entrepreneurial spirit as the moderating variable. Based on statistical analysis, the following results and contributions are obtained. First, TMT cognitive heterogeneity positively affected strategic decision quality. Second, two dimensions of team fusion—information integration and emotional fusion—mediated the relationship between TMT cognitive heterogeneity and strategic decision quality. Third, entrepreneurial spirit positively moderated the relationship between information integration and strategic decision quality, as well as the relationship between emotional fusion and strategic decision quality. The implications of our results related to sustainability are also discussed.

How hot cognition can lead us astray: The effect of anger on strategic decision making

Anger is one of the most frequently experienced emotions. However, the extant research on the impact of anger has predominantly focused on its effect on decision making in simple decision tasks. Strategic decision making differs significantly from such tasks, as it is characterized by complexity, ambiguity, and a high information load. To better understand the impact of emotions on strategic decision making, we investigate the effect of anger on decision quality and decision speed. To do so, we carry out a strategy field experiment with 52 executives in which we use participants’ psychophysiological skin conductance response. In line with psychological research on non-strategic decisions, we find that anger negatively influences decision quality in strategic decision making. However, in contrast to predictions made by research on non-strategic decisions, we find no increase in decision speed among angry participants. We thus extend extant theory by suggesting that anger impacts the quality of strategic decisions but does not affect important process characteristics such as decision speed.

Emotions, time, and strategy: The effects of happiness and sadness on strategic decision-making under time constraints

Managers often have limited available time to make high-quality strategic decisions that are both original and feasible. This joint objective is important but difficult to achieve because under time constraints, managers must combine different cognitive processes that are often influenced by emotional states. However, research investigating how time constraints and emotions interact and impact the quality of strategic decisions is scarce. Building upon the affect infusion model and information processing perspective, our experimental study involving 174 managers shows that the impact of time constraints and emotions varies across the two decision-making tasks of strategic idea generation and strategic choice. In particular, compared to the managers in a neutral emotional state under low time constraints, the happy managers under high time constraints seemed to generate fewer original and fewer feasible strategic ideas and appeared to make worse original strategic choices, while compared to the managers in a neutral emotional state under low time constraints, the sad managers under high time constraints made better original strategic choices. Our study contributes novel insight into behavioral strategy research by showing how time constraints and emotions causally and jointly influence different quality dimensions in various tasks involving strategic decision-making.