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A Primer on Decision Making: How decisions happen
... O Modelo Político, no entanto, traz outro ingrediente que influencia o processo de tomada de decisão, a politicagem (Allison, 1971;March;Olsen, 1976;Mendes, 2017;Olsen, 2018). Ainda como uma forma crítica a racionalidade econômica, esse modelo evidencia o papel político do tomador de decisão devido a sua natureza humana. ...
... Ainda como uma forma crítica a racionalidade econômica, esse modelo evidencia o papel político do tomador de decisão devido a sua natureza humana. O indivíduo é capaz de tomar para si, em processos decisórios, um método de decisão político, imprevisível e complexo (March;Olsen, 1976;Brunsson, 1982). A irracionalidade é, também, uma característica básica do ser humano, caracterizando da mesma forma o comportamento organizacional. ...
... O Quadro 2 sintetiza essas abordagens, sendo possível observar a descrição de cada modelo em sua perspectiva. (Simon, 1957;March;Simon, 1958) Comportamental Decisão deve prevê o comportamento do indivíduo que é muito acentuado e abrangente; e não se baseia somente na maximização da utilidade esperada subjetiva. (Edwards,1954;Edwards, 1961). ...
Este artigo teve como objetivo realizar um levantamento dos temas e problemas de pesquisa mais recentes sobre comportamento decisório em organizações públicas, identificando os principais fatores que influenciam as decisões estratégicas e suas interações. A partir de uma revisão de literatura, o estudo analisa publicações dos últimos cinco anos na base de dados Web of Science , focando nas dinâmicas políticas e administrativas do processo decisório. Os resultados apontam uma tendência crescente para investigações empíricas e conceituais, destacando a relevância de fatores como contexto político, cultura organizacional e a interação entre atores na formulação de políticas públicas. Em termos metodológicos, predomina o uso de pesquisa quantitativa e survey em pesquisas sobre o tema. Esta pesquisa revela a importância de se considerar tanto as dimensões racionais quanto emocionais e políticas na tomada de decisão. As contribuições do estudo incluem uma análise aprofundada dos processos decisórios, oferecendo insights práticos para gestores e formuladores de políticas, e enriquecendo o debate teórico na administração pública. O trabalho visa promover uma gestão mais eficiente e alinhada às demandas sociais, ao mesmo tempo em que fortalece a base teórica para futuras pesquisas. Palavras-chave: Processo decisório. Racionalidade. Administração pública. Políticas públicas. Abstract This article aims to survey the most recent research topics and issues regarding 1
... What is rational is sometimes seen as equivalent to "intelligent" or "successful", at other times is seen as equivalent to "cold calculation" and "materialistic" or "sane", while non-rational, irrational reasoning is being perceived as "insane". Following an approach outlined by March (1994), we distinguish between a "procedural rationality" and a "substantive rationality", where the former is associated with a class of procedures for making choices (Simon, 2000). Rational theories of choice assume that decision-making processes are consequential and preferencebased, whereby a rational procedure is one that pursues a consequential type of logic in which expectations and preferences are considered on the basis of criteria for choosing between alternatives (March, 1994, pp. ...
... To see how heuristics support interactive decision-making, one must start with their definition. To a first approximation, heuristics are seen as forms of rule-based decision making (March, 1994) and as "rules of thumb" or simple rules adopted on the base of experience or as cognitive shortcuts that emerge when information time and data processing capabilities are limited (Newell and Simon, 1972). In fact, the issue of definition presents a certain problematic nature with regard to the concept of heuristics. ...
... Heuristics are part of rule-based decision-making processes (March, 1994;Brennan and Buchanan, 2008). There are thus different levels of processing heuristics (rules for solving problems, rules for finding other rules, etc.), different origins (learned, innate) and different languages of representation and processing (narratives, algorithms, etc.). ...
... While this normative notion of rational decision-making is central to the knowledge debate on what constitutes rationality, with its implied possibility of existence given the tools of decision analysis, critics have often rejected this highly idealized conception, deconstructed the axioms that form the pillars of this hypothesis, and questioned whether that such a rigid view of rationality even exist in the naturalistic world, or in an organizational setting (Elster, 1989;Eisenhardt & Zbaracki, 1992;1994, Langley et al., 1995Laroche, 1995;Czarniawska, 2003). ...
... A critical overview of the existing literature concerning the debate on how rationality and rational decision-making ought to be conceived revealed a common rhetoric: Using rational choice theory and the economic man as the starting point in the knowledge debate, theorists and scholars often establish their opposing notions of Tan Kwan Hong Monash University 3 rationality through a progressive critic of the existence of the "economic man" (Eisenhardt & Zbaracki, 1992;March, 1997;March 2006;Sfez, 1973). Organizational theorists, in particular, attempted to comprehend rational decision making by purposefully departing from the notions as proposed by the "economic man", claiming that the assumptions used in the construction of the idealized "economic man" -a concept that first originated from economists and central to many subsequent economic concepts (Mas-Colell et al., 1995) -are too narrow, extreme, rigid and ultimately, fail to represent how actors make decisions in the naturalistic environment or organizational setting (Eisenhardt & Zbaracki, 1992;March, 1994 Oppositions of the rational choice theory further proposed how rationality ought to be conceived. Departing from the normative approach underlying the creation of the rational choice theory, these scholars adopted a descriptive stance in the development of their models of rationality, in which they believe better represents the existence of how rationality ought to exist in the naturalistic world (Robbins, 1991 Indeed, through the development of groundbreaking insights such as "bounded rationality" (March & Simon, 1958), the political perspective on decision making (Pettigrew, 1973), and the "garbage can model" (Cohen et al., 1972), research on rational decision making has accomplished an enormous amount since Simon's departure from the sterile view of "economic man" (Eisenhardt & Zbaracki 1992). ...
This paper critically re-examines the existence of rational decision-making within real-world and organizational contexts, moving beyond traditional normative and bounded rationality theories. Drawing from a social constructivist lens, it proposes that rationality does not merely pre-exist in nature but is constructed and performed through a triad of components: conventions, manufactured processes, and commodities. The study presents how tools, theoretical assumptions, and actor behavior work together to make rationality operational via performativity. By tracing how rational choice theory is enacted through educational norms, decision-making tools, and the consulting industry, the paper underscores that rationality persists not as an ideal, but as a socially sustained practice. This approach provides a compelling alternative to the dichotomy of normative vs. descriptive decision theories and opens new avenues for empirical inquiry into how rational behavior is constructed and institutionalized in organizations.
... As March (1994) says, the first question any decision maker asks, consciously or unconsciously, is: 'Who am I?' Very few decision makers are as strong as Don Quixote to claim the identity of 'knight-errant'. The identity is defined by using all four egocentric particulars: 'Who am I in relation to this decision, now and here?' ...
... This is particularly apparent in globalized organizations: in the subsidiaries decisions are, more often than not, prescribed by a usually unspecified 'center' rather than being taken locally. This is what March (1994) describes as decisions 'happening'. However, decision makers still make choices about: which rules I should follow, with reference to this knowledge, for the decision of interest now, in the context given here. ...
How we see decisions has changed significantly over the past few decades. However, what has not changed is that any decision requires knowledge, and this knowledge needs to be validated. In a traditional view, choice is preceded by intelligence and design, more recently, it has been argued that choice is often the first step, followed by intelligence and design to provide an explanation to the stakeholders. We introduce a process of knowledge validation for decision making, useful in both types of decision situations. In this paper we suggest a process of knowledge validation for decision making that comprises three facets: consistency, relevance, and applicability. The increased transparency of the validation process, however, does not enable competitors to copy knowledge, as due to the personal nature of knowledge and decisions only the stakeholders will be able to make sense of the consistent, relevant and applicable knowledge.
... Rational Choice Theory posits that farmers make decisions based on rational assessments of alternatives, preferences, and outcomes to optimize results, often linked to economic incentives. Nevertheless, judgments are shaped by insu cient knowledge, emotional biases, and subjective perceptions, limiting the theory's explanatory e cacy in practical scenarios (March, 1994;Kristensen & Jakobsen, 2011). In contrast, Belief-System Theory highlights the signi cance of personal values, identity, and moral competence in in uencing decision-making. ...
... Theory (Chatman, 1991), Family Life Cycle Theory(Glick, 1947), Hedonic Adaptation Theory(Brickman & Campbell, 1971), Human Needs Theory (Max-Neef, 1991), Land Market Theory(Alonso, 1960), Maslow's Hierarchical Needs Theory(Maslow, 1954), Prospect Theory(Kahneman & Tversky, 1979), Rational Theories of Choice(March, 1994), Relative Deprivation Theory (Stauffer et al., 1949), Search Theory(Diamond, 1989), Self-Determination Theory(Deci & Ryan, 1985), Signal Theory(Spence, 1973), Social Capital Theory (Bourdieu, 1986), Social Comparison Theory(Festinger, 1954), Social Identity Theory(Hogg, 2000), Stress-Response Theory (Selye, 1956), Theory of Happiness Maximization (Postema, 2006) ...
This study aims to understand the gaps in exploring the comprehensive or multi-dimensional nature of farmers' subjective well-being (SWB) in emerging markets where economic development and sustainability challenges intersect. This study addresses the gap by conducting “Scientific Procedures and Rationales for Systematic Literature Reviews" (SPAR-4-SLR) of 58 studies using the TCCM (Theory, Context, Characteristics, and Methodology) framework. The study reveals that economic well-being is the most explored dimension, followed by social and physical well-being. All the dimensions contribute to objective well-being, while political, cultural, and ecological well-being are relatively underrepresented. The findings also emphasize the interconnectedness of these dimensions, where economic stability often serves as a foundation for areas like health, social ties, and environmental sustainability. Again, the study underscores the need for more research to investigate overlooked intergenerational and spiritual well-being aspects. Policymakers are encouraged to integrate these multi-dimensional aspects into development strategies, which can contribute to achieving several Sustainable Development Goals (SDGs), particularly SDG 1 (No Poverty), SDG 2 (Zero Hunger), SDG 3 (Good Health and Well-being), SDG 4 (Quality education), SDG 8 (Decent work & Economic growth), SDG 10 (Reduced Inequalities), and SDG 13 (Climate Action).
... A large component of the decision-making theory literature falls between two main groupings, that either involve rational (classical decision-making), or non-rational or (intuitive decision-making) processes (Okoli & Watt, 2018). This differentiation raises questions in regard to underlying assumptions on whether a decision-maker engages in decision-making as an act of instrumental or an interpretive activity (March, 2010). To understand this position, examining research of models based on rationality was essential from the decision-making literature. ...
... Just as there are differences between the way school leaders go about their daily work, and as seen previously, there are many and varied theoretical approaches that attempt to model the process for others to use to make the best decision possible. All theoretical positions in the educational literature have some common ground at least in the recognition of the importance of decision-making in the life of a school (March, 2010). There are multiple examples in the educational literature that place a focus on the functionality of the decision, involving unique perspectives such as: ethical decision-making (Cranston et al., 2003); decisions leading to improvement and use of student data (Cannata et al., 2017;Printy & Williams, 2015); and specifically, through a data management systems lens (Datnow & Hubbard, 2016;Murray, 2014). ...
In the face of unprecedented pressures, stressors, and complex demands, principals and school leaders make a vast number of decisions on behalf of the students and communities they lead, as an inherent feature of leadership. This study originated from the researcher's own sense-making as a school principal for over twenty years and reveals what Loyens and Maesschalck (2010) referred to as opening the black box of decision-making, using ethnographic methodology to explore how decisions are made, describing the decision-making processes, and exploring the impact of decisions leaders undertake to make the call. Principal autonomy, although widely acknowledged as essential in decision-making, remains ambiguous and largely under researched in terms of how it is actually implemented and effectively used with fidelity.
... The logic of appropriateness embodies decision making biased toward norms, rules, principles and procedures, and decisions that are deemed right and appropriate takes precedence over cost-benefit calculations (Allison, 1971;March, 1994). In contrast, the logic of consequentiality predominantly involves the consideration of alternatives and the selection of a choice that is biased towards utility-maximization (March & Olsen, 1995, 1998Olsen, 2001). ...
This reflective case study analyzes the failed 2010–2011 merger attempt between the Singapore Exchange (SGX) and the Australian Stock Exchange (ASX), offering a rare insider’s view of the organizational and political complexities behind one of the most high-profile cross-border financial deals in Asia-Pacific. Drawing on the author’s direct experience within SGX’s strategic team, the paper moves beyond traditional corporate strategy analyses by applying organizational decision-making theories, including bounded rationality, social and political decision-making, and the logic of appropriateness vs. consequentiality. The study reveals how misalignment of stakeholder interpretations, underestimated nationalistic sentiments, and limited political engagement—particularly with Australia’s Treasurer—led to the deal’s collapse. It further explores what could have been done differently to navigate the wicked decision problem posed by this unprecedented merger. This work offers valuable insights into the nuanced realities of international M&A, especially within heavily regulated and politically sensitive sectors.
... This literature review juxtaposes insights from seminal works with recent studies, delving into diverse dimensions of rational decision-making. Herbert Simon's groundbreaking work in "Administrative Behavior" laid the groundwork by introducing the concept of bounded rationality [35][36][37]. Herbert Simon's work indeed revolutionized our understanding of decision-making processes. By introducing the concept of bounded rationality, he highlighted the inherent cognitive limitations that individuals face when making decisions. ...
The rapid growth in the use of AI techniques, mainly machine learning (ML), is revolutionizing different industries by significantly enhancing decision-making processes through data-driven insights. This study investigates the influence of using ML, particularly supervised and unsupervised learning, on rational decision-making (RDM) within Jordanian e-government, focusing on the mediating role of trust. By analyzing the experiences of middle-level management within e-government in Jordan, the findings underscore that ML positively impacts the rational decision-making process in e-government. It enables more efficient and effective data gathering, improves the accuracy of data analysis, enhances the speed and accuracy of evaluating decision alternatives, and improves the assessment of potential risks. Additionally, this study reveals that trust plays a critical role in determining the effectiveness of ML adoption for decision-making, acting as a pivotal mediator that can either facilitate or impede the integration of these technologies. This study provides empirical evidence of how trust not only enhances the utilization of ML but also amplifies its positive impact on governance. The findings highlight the necessity of cultivating trust to ensure the successful deployment of ML in public administration, thereby enabling a more effective and sustainable digital transformation. Despite certain limitations, the outcomes of this study offer substantial insights for researchers and government policymakers alike, contributing to the advancement of sustainable practices in the e-government domain.
... Simulations of human behavior can help policymakers anticipate how people might react to new policies. This approach enables decision-makers to avoid negative outcomes, promote prosocial behaviors, and surface unintended consequences [33,37]. Prior work has shown that multi-agent large language model (LLMs) simulations demonstrate human-like agency. ...
Multi-agent large language model simulations have the potential to model complex human behaviors and interactions. If the mechanics are set up properly, unanticipated and valuable social dynamics can surface. However, it is challenging to consistently enforce simulation mechanics while still allowing for notable and emergent dynamics. We present AgentDynEx, an AI system that helps set up simulations from user-specified mechanics and dynamics. AgentDynEx uses LLMs to guide users through a Configuration Matrix to identify core mechanics and define milestones to track dynamics. It also introduces a method called \textit{nudging}, where the system dynamically reflects on simulation progress and gently intervenes if it begins to deviate from intended outcomes. A technical evaluation found that nudging enables simulations to have more complex mechanics and maintain its notable dynamics compared to simulations without nudging. We discuss the importance of nudging as a technique for balancing mechanics and dynamics of multi-agent simulations.
... These perspectives contend that organizations constantly monitor their environments for new issues that may become relevant to their daily practices, which would include the digital transformation of industries and society. This is critical for organizations because addressing such issues provides them with opportunities to signal conformity to their audiences' expectations (Meyer and Rowan 1977), to adjust internal structures and processes (March 1994), or to reshape their relationships with other organizations (Pfeffer and Salancik 1978). A central assumption in this context is that issues do not have an objectively given meaning for organizations but are socially constructed by a diverse set of actors (Lefsrud and Meyer 2012;Munir 2005). ...
Digital transformation is widely considered to be a critical issue with far-reaching impacts on corporations, industries, and society. While business research generally supports this view, there has been limited insight into how corporations, as both primary drivers and recipients of digital transformation, have shaped the development of this understanding. In this study, we adopted a discursive perspective from institutional theory and examined the interplay between organizational and public interpretations of digital transformation. Using a topic modeling approach with map analyses, we analyzed annual reports and media publications—including newspapers, magazines, and the industry trade press—published in Germany between 2005 and 2017. Our findings reveal that interpretations of the digital transformation evolved over time, which we trace back to a co-constitutive relationship between organizational and public discourse. Specifically, we conclude that structures of public discourse may shape new organizational interpretations and contribute to a shared understanding among organizations and vice versa. Further, we find that the various media types in public discourse play distinct roles in shaping organizational interpretations. Our study contributes to business research by offering new insights into digital transformation and the relationship between organizations and the issues in their environment.
... As rational action is grounded in normative decision-making approaches that assume individuals use sequential logic to evaluate alternatives and maximize outcomes (Howes, Lewis, & Vera, 2009;Sträter, 2019), CA reflects a more adaptive and interpretive process driven by mental patterns and practical experience (Hunt et al., 2021;Klein, 2008;Weick, 1995). Rational models, though limited in addressing complex and dynamic contexts, provide structure for well-defined problems, such as strategic planning based on return-on-investment analyses (Koechlin, 2020;March, 2009). In contrast, CA is more aligned with theories like NDM and Sensemaking, which highlight the necessity for rapid, context-driven decisions informed by tacit knowledge and environmental interpretation (Hunt et al., 2021). ...
Dynamic Capabilities (DC) theory explains how organizations adapt and innovate in turbulent environments by emphasizing rational, normative, and creative action perspectives. However, these approaches often overlook the role of collective cognitive processes critical for team adaptation. This article introduces Cognitive Action (CA) as a complementary framework to DC, highlighting its importance in situational framing, coordinated plan formulation, synchronized decision-making, and coherent execution. We argue that CA enhances organizational resilience by linking emergent states such as Shared Mental Models (SMM) and Team Situational Awareness (TSA) to sensing, seizing, and transforming processes. The proposed integration expands the DC framework by incorporating collective cognitive mechanisms that enable agile and aligned decisions in complex and dynamic environments. Finally, we outline a research agenda to empirically explore the applicability of CA in diverse organizational contexts.
... To what extent can organizations influence the attitudes and behavior of their personnel and, potentially, their public? To answer these questions, we draw on longstanding sociological theories about decision-making in organizations (Cyert andMarch 2007 [1963] ;March 1994;March and Simon 1958;Simon 1945). Organizations control key elements of their formal structuremembership, hierarchy, rules, monitoring, and sanctions (Ahrne and Brunsson 2019)and shape member behavior in multiple ways. ...
This study examines how organizational decisions affect conflicts over Muslim accommodation (burkini permissions and separate women’s hours) in German swimming pools. We compare pools in similar demographic areas, representing four models of Muslim accommodation. We find that conflict dynamics and organizational management strategies differ across the cases: (1) The multicultural pool (burkini allowed, separate women’s hours offered) faces disputes over special rights claims by different groups and concerns about segregation. The organizational response involves façade-building and the allocation of additional resources. (2) The universalist pool (burkini allowed, no separate hours) has the lowest level of conflict, downplays cultural differences, and ensures that the same rules apply to all users. (3) The assimilationist pool (no burkini, no separate women’s hours) experiences conflicts over sharing limited resources with those perceived as different and adopts a laissez-faire response where the majority prevails. (4) The segregationist pool (no burkini but separate women’s hours) experiences open conflict between the majority and minority, with organizational responses focused on disciplining and controlling Muslim users.
... At the core of organizational learning is the relationship between experience and knowledge. Previous scholarship has argued that one place researchers can look for the accumulation of organizational knowledge is in their rules, often evidenced by modifications to the rules (Beck & Kieser, 2003;March, 1994). The results of this study substantiate this core theoretical relationship, which has been extensively examined in the broader management literature (Argote et al., 2021), but has yet to be fully employed within the context of sport. ...
Sport organizations (e.g., leagues, federations, associations) often modify their rules of play to address shifts in their internal and external environments. Previous research on rule modification in the field of sport management is limited by the scope of rules considered and explanatory theoretical frameworks used. This study leverages a computational approach to analyze modifications (births, revisions, and deletions) to an archival collection of 10,277 National Football League rules between 2001 and 2022. Theories of organizational learning and performance feedback are used to generate testable relationships between plausible goals, related performance outcomes, and subsequent rule modifications. The results provide an initial account of how and why sport organizations modify their rules over time. Notably, this study finds that organizations appear to learn strategic uses for different types of rule modifications to address specific deviations in performance relative to salient goals in sport. Implications for future research on rule management are offered.
Accepted author manuscript version reprinted, by permission, from Journal of Sport Management, 2025, https://doi.org/10.1123/jsm.2024-0370. © Human Kinetics, Inc.
... In both cases, the concepts pertain to the rationality of the actions of larger social entities. The concept of logic that I will utilize in this book is more akin to the dichotomy put forth by James March, who, in his decision theory, differentiated between the logic of consequences and the logic of appropriateness, referring to the actions and interactions between individuals (March, 2010). According to his view, a decision made in the logic of consequences is primarily driven by anticipated outcomes, while the logic of appropriateness directs thought towards an examination of the social context in which the individual must answer questions about their current situation, identity, and how they should behave in a given situation. ...
Why do two reviewers evaluate the same research so differently? The book explores the hidden mechanisms behind academic gatekeeping, uncovering how reviewers’ judgments shift depending on their underlying logic—whether based on truth-seeking, scholarly reputation, or rigid metrics. By focusing on cases with conflicting outcomes and inconsistencies in standards, it offers a rare glimpse into the complex and (sometimes) unpredictable world of academic promotion. This research not only dissects academic practices within Polish sociology but also provides a broader understanding of how global pressures reshape local scientific communities.
... Second, a focus on doing means that moral action is something that can be learnt and improved through practice. This idea builds on Sen's (1993) and Nussbaum's (2011) capability approach, as well as the process perspective of learning in organization theory (e.g., March, 1994). Morality is seen as something that can be accomplished over time; something we can get better at. ...
Organizations face a plethora of moral challenges. To address these challenges, they must develop the capacity for moral action. Drawing on pragmatist philosophy and, more specifically, on the concept of moral imagination, we theorize such organizational capacity building as moral learning. We propose three conceptual building blocks, which together form the framework for moral learning. First, we posit that morality may be anchored in concrete action rather than in general rules or principles. In particular, we suggest that the locus of morality may reside in action itself, and not predominantly in the inner motivations for action or the external consequences of action. Second, we hold that, by providing normative guidance, evaluation goes hand in hand with moral action. Such evaluation is related to a specific action rather than abstract values. In a third step, we suggest that moral learning represents a feedback loop between moral action and evaluation. This loop is embedded in an enabling ethical infrastructure, i.e., organizational structures, spaces, and technologies, which provide the necessary socio-material conditions for moral development and learning to occur. The value of our framework for moral learning is in its heuristic ability to render ethics in organizations both legible and practicable.
... The perception of organizational accountability can make adversarial comments toward citizens a taboo topic, leading to a change in norms about the appropriateness of misconduct (Haarr 2001). The literature suggests that improvements in officer behavior are more sustainable when officers begin treating issues surrounding misconduct in accordance with a "logic of appropriateness," independently of whether they are worried about being punished for bad behavior (March, 1994;Sparrow, Moore, and Kennedy 1990). ...
In contrast to the expansive work on how community policing affects citizens’ attitudes toward police, existing research says little about how community policing affects officers’ attitudes toward citizens. We examine officer-facing outcomes using an experiment in the Philippines, in which a random subset of a province’s 705 officers were assigned to intensive community policing activities for seven months. Treatment officers saw improved understanding of citizen concerns, but did not develop greater empathy or trust toward civilians, nor an increased sense of accountability for citizen-facing misconduct. We build from the experiment to develop an inductive theory of bureaucrat-citizen contact, relying on qualitative observations and exploratory analyses of heterogeneous effects. We propose that contact with citizens is only likely to improve attitudes among frontline bureaucrats who are not ex-ante embedded in their communities. Moreover, contact may have negative effects when it reveals threats to bureaucrats’ personal safety.
... Perceived causes of corrupt exchanges, whether within the police force or in society in general, shape the belief system, and might have an impact on the moral censure of corrupt behavior, for instance, as 'techniques of neutralization.' In the formation of belief systems, experiential, actual, and normative assessments of corruption and the interaction between them and other factors are decisisve (Kutnjak Ivković et al., 2020;March, 1994). ...
Police forces represent the outer face of criminal justice systems and the first point of contact for citizens. Corruption is often a major issue in police-citizen encounters, creating distrust and impeding the fair delivery of justice. Police leaders hardly admit to the presence and scope of corruption in their forces. However, lower ranks in the force might be keenly aware of corrupt exchanges and proceedings. This study explores Ghanaian police officers’ experiences, perceptions, and attitudes toward corruption in their organization based on the conceptual framework of ‘belief systems’ (Converse 1964/2006). We examine officers’ perceptions of the frequency and seriousness of corrupt behaviors and expected reactions, how they perceive their peers’ assessments of misconduct, and what they see as causes of corruption. We surveyed police officers in three regions of Ghana, urban as well as rural. The questionnaire included a scenario study, which presented respondents with two common incidents of corruption in the police force differing in terms of seriousness and involvement of lower and higher ranks. Results of the study show a pattern that we describe as a ‘realistic perspective’ on corruption within a police force where corruption is widespread, particularly regarding control of and reactions to corruption. While police officers’ belief systems were mostly consistent across the two incidents, important differences were found for expected sanctions. Police officers expected more severe reactions for the less serious lower-level incident and related impunity for high-ranking officers to a general culture of corruption within the police. These patterns, as well as differences between higher and lower ranks in perceptions of corruption, signal a level of distrust in leadership and its guardianship. We conclude that control and prevention of corruption need to harvest the experiences and knowledge of rank-and-file officers.
... Organizational decision-making involves a complex interplay of individual and group dynamics. March (1994) explored the concept of "garbage can" decision-making, emphasizing the non-linear and unpredictable nature of decision processes in organizations. Additionally, Janis (1972) investigated groupthink and its impact on decision quality within organizational contexts. ...
... For example, Carson et al. (2006) conceptualize ambiguity as "the degree of uncertainty inherent in perceptions of the environmental state irrespective of its change over time" (Carson et al. 2006(Carson et al. , p. 1059. In contrast, March (1994) views ambiguity as "features of decision making in which alternative states are hazily defined or in which they have multiple meanings, simultaneously opposing interpretations" (March 1994, p. 178). Weick (1995) emphasized in this context that ambiguity has two possible yet distinct meanings: It can refer to ignorance created by a lack of information or to the existence of multiple meanings. ...
Recent scholarly discussions suggest the potential superiority of intuition over analysis in tasks with high equivocality. However, it remains unclear when and whether intuition is preferable when both uncertainty and equivocality are considered. Addressing this gap, the article introduces a framework linking the effectiveness of individual decision styles with configurations of uncertainty and equivocality, adopting an information processing perspective. Within this framework, intuitiveness and adaptiveness are treated as independent dimensions of decision styles, associating intuitiveness with equivocality and adaptiveness with uncertainty in terms of effectiveness. To demonstrate the value of the framework, the article discusses implications for research.
... Experience is fundamental in the processes of learning from feedback and making decisions [50]. . McCoy and Lynam [51] explored the enablers and barriers within school contexts that affect pre-service teachers' ability to use technology, such as digital cameras, for self-reflection and professional development. ...
The fisheries industry holds significant value, both economically and ecologically, contributing to food security, employment, and sustainable resource management. By advocating for responsible consumption and supporting local fishers who prioritize sustainable methods, young people can help ensure the health of fish populations and aquatic ecosystems. This exploratory study analyzed the career aspirations of fishery-oriented students from Zamboanga City, Sulu, and Tawi-Tawi. Fisheries students (n=30) were purposively sampled to be interviewed. They were asked about how they perceived their career aspirations and how the program influenced their perceptions. The study revealed that the quality of experience in the fisheries education program significantly influences students’ career aspirations. Effective program implementation leads to increased student engagement in the fisheries industry. Students with extensive laboratory experience were more likely to pursue laboratory-based careers, while exposure to global issues like overfishing and climate change motivated them toward sustainable fisheries management. Hands-on training and practical experiences, including fieldwork and laboratory projects, enhance students' competencies and confidence, preparing them for real-world challenges. Essentially, a positive learning environment fosters both skill development and professional aspirations among students, ultimately shaping their career paths in the fisheries sector.
... In other words, decisions are made on "logics of appropriateness" in addition to logics of consequences (Messick, 1999). The idea of the logic of appropriateness is that individuals make their decisions based on the perceived context of the situation, that individual's role in the situation, and the rules appropriate to that situation (March, 1994). ...
The current social dilemma literature lacks theoretical consensus regarding how individuals behave when facing multiple simultaneous social dilemmas. The divided-loyalty hypothesis, from organizational theory, predicts that cooperation will decline as individuals experience multiple social dilemmas with different compared to the same group members. The conditional-cooperation hypothesis, from behavioral economics, predicts that cooperation will increase as individuals experience multiple social dilemmas with different compared to the same group members. We employ a laboratory experiment to create consensus between these literatures and find support for the conditional-cooperation hypothesis. The positive effect of interacting with different group members comes from participants having an opportunity to shift their cooperative behavior from the less cooperative to the more cooperative group.
... Researchers mention benefits for both unintentional and intentional types of disorganization. These include, for example, increased autonomy (Nonaka, 1988), grassroots (i.e., lower-level) decision-making (March 1994;Nonaka, Umemoto & Sasaki, 1998), innovation (Burnside, Amabile, Gryskiewicz, Yuji & Kuhn, 1988), team cohesion and dynamic cooperation (Kagono, Sakamoto & Johansson, 1985), the resiliency of knowledge (Agocs, 1997), and reductions in organizing costs by avoiding unnecessary processes (Abrahamson & Freedman, 2013). By letting go of the emphasis on organizing, companies can focus on their core competencies and enable the power of parallel search (Harford, 2017;Herath, 2021). ...
“Disorganization” also referred to as “mess,” “deviation,” or “disorder” is a concept that is embedded in the view of organizations as complex human systems. The word denotes organizational phenomena that deviate from organizational schema and procedures in an unplanned and unstructured manner. This concept is yet to be given full attention by management scholars, despite its continuous appearance, partially under different labels, throughout the history of the discipline for over five decades. Currently, there is a need for contributions that synthesize these scattered conversations into a coherent narrative. In addressing this gap, this article integrates these various strands of literature on disorganization. Thus, we systematically gather, review, organize, and integrate the extant literature (n= 192) on disorganization to map its evolution. Accordingly, we lay out a foundational body of literature that highlights the importance of enhancing our understanding of management through the integration of disorganization into our conversations about modern business. Accordingly, we present the theoretical infrastructure for the definition, analysis, and treatment of disorganization management. Through this review, we propose new conceptualizations while mapping out the development of the concept over time, followed by exploring the implications these developments present to both management theory and practice.
... Ebenfalls auf die Anpassungsleistungen von Organisationen in komplexen und dynamischen Umwelten richtet die verhaltenswissenschaftliche Entscheidungstheorie ihre Aufmerksamkeit (March 1994). Die Anpassung resultiert aus dem konkreten Entscheidungsverhalten der Akteure in Organisationen und dieses Verhalten wird im Rahmen konkreter Annahmen über die menschlichen Eigenschaften untersucht. ...
This is my dissertation on oranizational ecology and labor market mobility. At the same time, it is an evolutionary perspective on social change, which I still appreciate. The book is written in German and published in 2003. It is not available anymore. Since there won't be a 2nd edition, for sure (not really a best-selling book ...), and its impact was rather >modest<, it should be fine to publish it online.
Michael Windzio
... First, two of our studies engaged participants in independent responses without face-to-face interaction or collaborative work between powerful and powerless people. Recognizing the essential impact of situational context on human behavior (March, 1995;Messick, 1999), it is imperative for future research to delve into the influence of situational factors. Exploring varied interactive situations may elucidate nuanced differences in power construal. ...
Introduction
This article investigates the effect of power on power construal through psychological entitlement as a mediator across three empirical studies (N = 895).
Methods
We examine how people in powerful and powerless conditions construe power, with psychological entitlement as a key mediator.
Results
We uncover a nuanced association whereby people in powerful conditions predominantly adopt socialized orientations to construe power, whereas in powerless conditions, people tend to construe power as a paradox. These different construals appear to be significantly mediated by the perceived psychological entitlement of powerful people.
Discussion
Our research provides insights into the nature of power by revealing two interesting phenomena: the powerful people prosocial gloss and the powerless people paradox. By extending the theory of culturally nurtured power concepts to include the impacts of power itself on power construal, our research offers insights into how power is construed differently based on one’s power position (i.e., with or without power), enriching our understanding of power. This exploration broadens theoretical frameworks and implicates practical considerations in organizational and social settings.
... We would expect these decisions to be consistent with experience-based decisions. This would follow from the logic of appropriateness that also supports the importance of situational factors and social roles in decision-making in contrast to the rational choice models (March, 1994;Weber et al., 2004). ...
Behavioral decision-making research has been exceptionally useful in the quest of the social sciences to understand human nature. A frequent assumption of this research is that using strangers as anonymous interaction partners allows for the clearest demonstration of basic human nature. But a diverse array of literature – from social and clinical psychology to ethology – suggests that a stranger is far from a “baseline partner.” We argue against the overreliance on strangers in economic games and that instead of one baseline partner, typical relationships should fall into basic types of partners, all eliciting different behaviors. Two high-powered experiments (Ns = 848 and 2400) in which participants played a hypothetical dictator game with one of sixteen partners (e.g., mother, friend, stranger) found particular clusters of interaction partners in which the possible partners were grouped into different and intuitively meaningful relationship types (i.e., loved ones, intimate partners, companions, contractual partners, infrahumanized others). The clusters suggest a typology of basic human relationships and predict behavior even when controlling for relationship distance. The findings help to calibrate the outcomes of past dictator games utilizing strangers and offer an interpretative context with a system of relationship types.
... La complexité de la prise de décision peut varier grandement, influencée par le nombre de variables en jeu et les potentielles conséquences de chaque choix. (March, 1994). ...
L'intelligence artificielle (IA) a émergé comme une technologie transformatrice avec le potentiel de révolutionner la prise de décision dans divers domaines.
Cet article explore les multiples façons dont l’intelligence artificielle (IA) influence et transforme les processus décisionnels au sein des organisations.
Il examine le rôle de l'IA dans l'amélioration des processus décisionnels en automatisant les tâches, en augmentant les capacités humaines et en fournissant des informations fondées sur des données.
L'article souligne également les avantages de l'IA, notamment l'amélioration de la précision, de l'efficacité et de prédictivité des décisions, tout en reconnaissant les défis et les risques associés à sa mise en oeuvre.
En s'appuyant sur des études de cas, l'article illustre comment l’IA transforme la prise de décision dans divers domaines.
Enfin, l'article conclut en discutant des orientations futures et des recommandations pour les décideurs, les organisations et les individus.
... It underlines how both internal and external pressures have an impact on organizations, which ultimately leads to an adaptation to the demands of the context (Rizwan et al, (2022). Any implemented reform's impact on organizations will mostly depend on how well it aligns with the sociocultural and national circumstances (Brunsson and Olsen, 1993;March 1994). ...
Purpose – Captivated by the success of private sector management practices, the public sector is implanting the strategic human resource management (SHRM) model to enhance HR effectiveness. However, contextual differences may hinder successful adoption. With this proposition, this study explores the implementation challenges of SHRM in Pakistan’s state enterprises. Design/methodology/approach– The study adopted the case study approach to analyse the implementation of SHRM in Sui Northern Gas Pipelines Limited, a company operating as a public entity. Data sources include 17 semi-structured interviews, with diverse respondents working in the HR or other departments of the organization. The HR policy documents were also accessed for analysis purposes. The techniques of triangulation of perspectives, triangulation of data, and thematic analysis are used to explore the phenomenon. Thematic analysis was performed using NVivo-12 for data analysis. Findings –The study found several external, organizational, and HR competency factors affecting the successful implementation of SHRM in SOEs. Results imply that it is worthwhile for SOEs to have a strategic orientation of HR but its usefulness depends on its successful implementation, which is quite challenging for SOEs due to differences in the institutional context. Practical implications – Enhancing SOE’s strategic autonomy, HR competency, and the vision of strategic apex can be helpful in the implementation process. Originality/value – Supporting the argument of institutional theory, the study highlights the significance of contextual differences in the implementation of private-sector models in public organizations.
... The emergence of these factors, in coordination with factors such as understanding of the need and empathy, highlights the importance of networks and assembling a strong implementation team that understands the bureaucratic process. March (1994), in his discussion of multiple-actor factors, noted that decisions can often be made based on who is paying attention, who is participating, and who is alert and persistent. Rhodes (1997) referred to similar concepts as a network. ...
A single retrospective, qualitative case study was conducted to examine the decision-making factors that impacted the adoption of a women-specific health transition pilot as a permanent program. The pilot was adopted as a permanent program prior to completing all expected pilot sessions and before the final pilot evaluation report was produced. This study examined factors affecting the program adoption decision at the societal, organizational, interpersonal, and individual levels. To examine this research question, the socioecological model was used as a theoretical framework to identify and understand the decision-making factors and their interactions at the various socio-ecological levels. Semi-structured interviews were conducted with 15 Veterans Health Administration (VHA) Transition Training pilot stakeholders. The study identified 12 predominant factors that facilitated the pilot’s adoption as a permanent program. The paper discusses implications and considerations for practitioners for making evidence-based decisions in highly complex contexts.
Este estudo tem como objetivo analisar a relevância da Inteligência Emocional (IE) como competência crítica para a liderança e a gestão de pessoas, com ênfase em sua aplicação em contextos organizacionais complexos e de crise. Por meio de uma revisão bibliográfica de produções publicadas entre 2000 e 2017, o trabalho explora como a IE, definida por Salovey e Mayer (2000) como a capacidade de perceber, compreender e regular emoções, impacta diretamente a eficácia gerencial, a resiliência organizacional e a tomada de decisões estratégicas. Foram utilizadas bases de dados como SciELO, PEPSIC, LILACS, Google Acadêmico e BDTD, com foco em artigos e livros em português que abordam descritores como "Inteligência Emocional", "Liderança" e "Gestão de Pessoas". O documento estrutura-se em três eixos principais: Fundamentos da IE, Liderança e IE, Processo Decisório e Gestão de Crises. Resultados demonstram que organizações que investem no desenvolvimento da IE colhem benefícios mensuráveis, como redução de turnover (Google: -15%), aumento da produtividade (Nestlé: +18%) e melhoria do clima organizacional (Salesforce: +35% em engajamento). Conclui-se que a IE não é apenas um diferencial, mas um catalisador para a construção de organizações adaptáveis e humanizadas, capazes de transformar vulnerabilidade em inovação.
Most research on accelerators to date focuses on the startups themselves. There has been limited research on the accelerators and their performance as the unit of analysis. Using the upper echelon theory, this article hypothesises the effects of individual attributes of managing directors on the startup accelerator’s performance and tests these by analysing data from 154 Techstars accelerator cohorts comprising more than 1,500 startups. Two personal attributes of managing directors, education and management tenure, influenced the accelerator performance. The education level of the managing director affects the proportion of the graduating cohort that is acquired, the speed of these acquisitions and the survival prospects of graduates that are not acquired. The tenure of the managing director affects the proportion of the graduating cohort that is acquired. These results suggest that certain attributes of an investor play a role in the future success of startups in their portfolio, extending the upper echelon theory from senior management to outside investors.
This article proposes a Theory of State Behavior’s Determination Particularistic/Universalistic Identity-Morality-Ideology. States with particularistic identity- morality-ideologies (IMIs) are free (but not guaranteed) to pursue their vital-realpolitik (VR) interests via realpolitik. But states with universalistic IMIs, such as Cosmopolitan-Liberalism or Communism, are driven by them (and other psychological factors) to pursue much more than just their VR interests, via non-realpolitik means. This causes universalists to impinge upon other states’ interests far more often than needed to defend the universalists’ own VR interests.
O presente artigo tem como principal objetivo dar a entender o papel do capital humano nas organizações, fazendo-se a seguinte questão: "A intervenção do Capital Humano é Importante, Neutra ou Irrelevante?". Com este estudo, foi possível concluir que o Capital Humano é fundamental para as organizações da atualidade, funcionando a par do capital intelectual, sendo o sucesso da organização determinado pelo valor que o capital humano tem, uma vez que o capital humano é a chave para a organização entrar no mercado da concorrência, realçando a qualidade da organização face à sua competitividade. Relativamente à estrutura do artigo, este realiza-se em quatro partes. A primeira define o conceito de capital humano; a segunda relaciona o capital humano com o capital intelectual e acaba por definir o segundo termo; a terceira analisa a valorização do capital humano nas organizações; por fim a quarta acaba por relacionar as 3 partes anteriores, questionando se o capital humano é importante, neutro ou irrelevante.
Palavras-Chave: Capital Humano. Capital Intelectual. Valor. Importância organizacional.
We conducted in-depth case study work with four school sites in England, comprising 29 interviews and the retrieval and analysis of 95 documents. The empirical work was used to develop process theories to explain how and why schools allocated resources to wellbeing and mental health. Our work suggested high mental health investment was catalysed by either a perceived need or a change in ethos. The decision-making process then proceeded with some elements that aligned with conventional rational choice models (such as the comparison of alternatives) but also some important differences. Notably schools reacted to tradeoffs by seeking alternative, often informal, sources of funding and support for initiatives. In doing this they could develop “care capital” and enter a virtuous cycle of network building and investment. While this theory requires further exploration in other settings, it maybe be useful for researchers and policy-makers seeking to better understand how to support schools in allocating resources for mental health and wellbeing. We identified how ‘care as capital’ reflects a need to provide equity for children in school. Our findings also show that for our participants, care is a prerequisite for academic attainment, and the perceived need to provide support for well-being and mental health, for students as well as staff, increased with the impact of the Covid-19 pandemic. However, this ‘care as capital’ which is prioritised by schools often comes at a cost. In the current social and political austerity-drive context in which schools are situated in the UK, in an increasingly unequal landscape (Blundell et al., 2021) this emphasis on care capital can also come at the expense of other investments, as indicated by our findings, such as not hiring additional teaching staff to preserve the support of a counsellor in the school, redundancies, or cutting external academic support. It therefore makes these care practices in schools particularly fragile and under tension to sustain, the cost of which is borne by school staff.
In this chapter, we extend the reflections made in the first edition of this book on the nature of the Global Financial Crisis (GFC) of 2008, by including further observations on the consequences of the Covid-19 crisis and of the Ukraine war up to the deflagration of Israeli-Hamas crisis in October 2023. Observations lead to acknowledge a change of nature in the current crisis time: from cyclical crisis made of short-term critical events, largely analyzed by management literature, to what we called “never ending crisis”, where crisis is intense, global, and lengthy. The overall impact of the change of nature of crisis on Boards is manifold. First, short termism exacerbates since an enduring crisis stimulates quick, almost immediate, reactions. Boards are therefore called for reacting fast. Second, centralization remains a common reaction to uncertainties, but if the crisis is lengthy the negative consequences of centralization emerge in terms of organizational effectiveness. Therefore, Boards get more careful about the adoption of centralization in the long run. Third, the never-ending crisis encourages parochial attitudes in the Boards given the ongoing uncertainty about business results. By being intense, global, and lengthy, current crisis envisages a deep transformation of society whose direction is not yet clear. The crisis persists delaying the arrival of any foreseeable future. In such a context, short-termism and parochialism seem to characterize even more the Boardroom since Boards cannot see the end of crisis. In conclusion, the change of nature of the current crisis seems to be detrimental to the decision-making process at the Board level: the more intense, global, and lengthy the crisis is, the less effective the decision-making process may become.
Both during the global financial crisis (GFC) and particularly during Covid-2019, Board life changed. Initially more time was allocated to Board routines, even if workplace and workgroup technologies helped make it efficiently. Short-term orientation strongly emerged, even more while in Covid. Reputational perspective was very relevant (e.g., due to the impact of social media during the pandemic), potentially affecting management latitude and decision quality. External adversity may exacerbate short-term oriented behavior and affect decision-making, potentially threatening Boardroom long-term focus. Postponing strategic issues brings opportunity costs and might weaken competitive position. There are, however, confronted views suggesting no evidence exists of such short-termism according to measures of long-term performance. Anyhow, concentrating on the short term to prepare later strategic moves is a classical sequence in crisis, even if there may be some factors mediating this short-term focus, like the specific crisis impact on the focal industry or company structure of stockholders and their aversion to risk. Most Directors describe similar goals during crises: protecting the balance sheet (especially liquidity) at any cost. To do so, reactions may be split into four main categories: (a) Cost cutting (i.e., SGA expense and headcount reduction), (b) Working capital and cash investment reductions, (c) Selective divestiture (e.g., sale of underperforming or non-core assets). In addition to those, there are other more purely short-termist reactions in the face of crisis like (d) divesting critical assets. Two reasons appear behind this short-term oriented behavior: (a) bounded rationality, evoking our limitations in cognition and, from the organizational/social perspective, (b) the limited amount of time and energy devoted by Directors to Board activity.
Board life has been quite underexplored, particularly during crisis. Closeness to decision-making processes benefits our understanding of root causes behind Boards’ behaviors during crisis. Thus, despite the difficult access to the Boardroom, research in this space entails primary qualitative enquiry. Crisis, almost by definition, boosts uncertainty. The combination of larger external uncertainty (e.g., new pandemics or an unexpected war) and increased internal uncertainty (e.g., technological or cyclical economic crisis) ends up fostering new sentiments, as fear. Fear is, in a way, the new Zeitgeist underlying our age. Fear is not, however, something managers have the luxury to talk about. There is a social vulgata assuming executives or politicians have quasi-magic attributes making them invulnerable. Managers decide individually, but they do it within a social context, and are notably influenced by it. In fact, the perception Boards have about crisis is socially enacted. The regulatory and institutional pressure around Boards is today even tougher than during the last financial crisis, affecting real leeway of Directors, particularly in some very regulated industries. This view of crisis might explain why, regardless of crisis severity, Boards react in idiosyncratic ways, influenced by their collective perception. We will revisit here four main areas of crisis: (a) crisis as a social enactment process, something relevant considering the new meaning of crisis as a persisting phenomenon, (b) Boardroom short-termism and how decision-making time orientation may be altered by crisis, (c) Board increased risk of centralization and control, inherent to higher uncertainty, and (d), the increased opportunism and parochialism at Boards under crisis.
Dalam lanskap bisnis yang dinamis dan diwarnai ketidakpastian, kemampuan organisasi dalam mengidentifikasi, menganalisis, dan mengelola risiko menjadi kunci penentu keberhasilan. Buku "Sistem Informasi pada Manajemen Risiko" hadir sebagai panduan komprehensif yang mengupas tuntas peran strategis teknologi informasi dalam mengoptimalkan proses manajemen risiko.
Buku ini mengeksplorasi sinergi antara sistem informasi dan manajemen risiko, serta menyajikan pendekatan terstruktur dalam identifikasi, evaluasi, dan mitigasi risiko. Dilengkapi dengan studi kasus dan contoh nyata, buku ini memberikan wawasan praktis tentang penerapan sistem informasi untuk mendukung pengambilan keputusan yang efektif dalam menghadapi risiko dan ketidakpastian.
"Sistem Informasi pada Manajemen Risiko" menjadi bacaan esensial bagi para profesional, akademisi, dan mahasiswa yang ingin mendalami optimalisasi teknologi informasi dalam menghadapi tantangan dan peluang di era disrupsi. Buku ini tidak hanya memberikan landasan teoritis yang kuat, tetapi juga membekali pembaca dengan keterampilan praktis untuk mengelola risiko secara proaktif dan strategis.
Objective: The purpose of the study is to clarify the impact of knowledge management processes in all domains (Acquire knowledge. Store knowledge. Share knowledge & application knowledge) in making intelligence decisions within its domains (Artificial intelligence & Database management) “at Al-Manaseer group in Jordan. Theoretical Framework: The study discussed the concepts of knowledge management processes as well as making intelligence decision with all the related domains. Method: To achieve the aims of the study, a questionnaire was developed containing (30) items, to collect data from (180) emoployees presenting the sample (180) from both middle and higher management. Based on this, data was gathered and analyzed as well as testing hypotheses through SPSS program and other statistical measures such as means and simple regression. Results and Discussion: The results obtained revealed that [Knowledge management process and making intelligence decisions had high relative importance in all their domains. There is significant a statistical impact of knowledge management processes on making intelligence decision at the Manaseer Group. Research Implications: The results may lead to pay attention to the need of intelligence decision making, since they are important in an era characterized by massive data; and the need to make intelligent decisions by using artificial intelligence and the ability to manage databases. Originality/Value: This study contributes to the literature by bridging the gap in local studies regarding knowledge monument decision and its effect on making intelligence decisions in the Jordanian business sector.
The aim of this study is to examine the impact of applying big data analytics in strategic planning and decision-making processes in professional institutions. It elucidates the role of data specialists in analyzing these data to support informed decision-making. Furthermore, this research identifies emerging trends and essential skills required for the professional utilization of big data. By employing a qualitative study and a systematic literature review, the potential and hidden opportunities in using big data for future forecasting and planning are explored. This study, through descriptive analysis, clarifies the pivotal role of big data in developing predictive strategies and strategic decision-making within organizations and companies. The findings indicate that big data acts as a critical and influential element in enhancing product development, increasing efficiency, and improving the profitability of companies. Therefore, leveraging the expertise of data scientists for formulating precise decisions and designing effective strategies is essential. In conclusion, this study proposes actionable forecasting methods that can assist organizations in optimizing their use of big data and creating progressive and accurate decision-making processes. The research emphasizes the importance of continuous skill development in data analytics among professionals and institutional adaptation to promote a data-driven culture that supports strategic foresight.
Universities and colleges are organizations that significantly impact students, their communities, and society. This forum explores how organizational communication scholars who are university leaders have applied their scholarly backgrounds to inform their roles. The forum participants engage in the work of being reflective practitioners to shed light on how organizational communication theory can help in negotiating the everyday lived experience of academic leadership. Three key issues are explored: (1) in what ways are organizational communication scholars uniquely positioned to assume a university leadership role? (2) how do communication concepts inform the communication practices of administrators? and (3) how do communication practices contribute to universities as multi-faceted institutions? The participants conclude by reflecting on current challenges in higher education and the potential of organizational communication scholars to play a vital role in navigating those challenges.
Buku Ajar Sistem Pengambilan Keputusan ini disusun sebagai buku panduan komprehensif yang menjelajahi kompleksitas dan mendalamnya tentang ilmu sistem pengambilan keputusan. Buku
ini dapat digunakan oleh pendidik dalam melaksanakan kegiatan pembelajaran di bidang ilmu sistem pengambilan keputusan dan diberbagai bidang Ilmu terkait lainnya. Selain itu, buku ini juga dapat digunakan sebagai panduan dan referensi mengajar mata kuliah
sistem pengambilan keputusan dan menyesuaikan dengan rencana pembelajaran semester tingkat perguruan tinggi masing masing.
Secara garis besar, buku ajar ini pembahasannya mulai dari ruang
lingkup sistem pendukung keputusan, ilmu dan seni sistem pendukung keputusan, faktor-faktor penentu pengambilan keputusan, korelasi sistem informasi dan pengambilan keputusan, masalah dalam pengambilan keputusan. Selain itu, materi mengenai teori pengambilan keputusan dan model-model pengambilan keputusan juga dibahas secara mendalam. Buku ajar
ini disusun secara sistematis, ditulis dengan bahasa yang jelas dan mudah dipahami, dan dapat digunakan dalam kegiatan pembelajaran.
Este ensayo también examina cómo la gestión del conocimiento y la estructura social pueden ser obstáculos para la integración migrante. A través de ejemplos de Ajijic y Puerto Vallarta, se ilustra cómo la adaptación de los entornos a las necesidades de los migrantes puede traer tanto beneficios como desafíos. Además, se analiza el caso de la Unión Europea para mostrar que la inclusión no siempre se logra plenamente, incluso en contextos de tratados y bloques comerciales que promueven la integración.
ResearchGate has not been able to resolve any references for this publication.