Strategic Decision Making and Its Importance in Small Corporations

Jankelová, Nadežda

doi:10.5772/intechopen.68858

Cited by 5 publications

(8 citation statements)

References 14 publications

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“…By noting that competitive external environment offers opportunities to every organization Emeagwali (2017) expressly articulate the need for a determined management in terms of utilising available resources, to exploit identified opportunities. Subsequently, some key decisions would then be required on determining the effective and efficient resource allocation (Jankelova, 2017) and utilization (Elbanna, et al, 2020) in order to achieve organisational goal. In this case, it is about the selection of the best alternative (Alheet and Hamdan, 2020).…”

Section: Leadership That Directs Subordinatesmentioning

confidence: 99%

Strategic Decision-Making Context and Organizational Performance in Bindura Nickel Mine

Muzanenhamo¹,

Félix²

2022

Int. J. Res. Publ. Rev.

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This study examines the effect of strategic decision-making context on organizational performance in culturally diverse occupational settings of Bindura Nickel Mine (BNC). The research also highlight some literature by previous authors on strategic decision-making and organizational performance. A case study was used as the main research methodology with a questionnaire containing structured questions as the research instrument. This study used a descriptive research design. The study sampled 162 employees of BNC from sampling frame of 277 and the response rate was 152 (93.8%). Stratified random sampling procedure was used to group employees in terms of their work positions and convenient sampling for the selection of individual respondents in the sample for this study. Data collection procedure was done through use of drop-and-pick strategy. Data was processed using SPSS version 20. The study was limited to BNC, Bindura district, Mashonaland Central Province in Zimbabwe. The results of this study established that Leader psychological path and Follower psychological pathhad a significant direct effect on organizational performance, while Legislative context, Economic Context and Firm resources and had some weak association. The relationship is significant and theoretically justified. In brief, the results indicate that strategic decision-makingcontext is the predictor of organizational performance. The study, therefore, recommends the adoption of the need for training, mentoring, coaching to empower employees on strategic decision issues. Finally, recommends further research on the impact of strategic influence and strategic talent developmenton organizational performance.

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Section: Leadership That Directs Subordinatesmentioning

confidence: 99%

Strategic Decision-Making Context and Organizational Performance in Bindura Nickel Mine

Muzanenhamo¹,

Félix²

2022

Int. J. Res. Publ. Rev.

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“…Existência de um profissional-chave de TI na estrutura de tomada de decisão Existência de um profissional de TI no processo de tomada de decisão, como um diretor, um gerente ou um coordenador de TI sempre envolvido no processo de tomada de decisão da organização. (Bergeron et al, 2017;Bradley et al, 2012;Jankelová, 2017;Thomas, 2010;Wilkin, 2012) Poder estrutural do Chief Information Officer (CIO) Participação do CIO ou de ocupante de cargo relacionado nas decisões estratégicas da organização; e relação entre CIO e equipe da Alta Gestão (Top Management Team -TMT).…”

Section: Categorias De Análise Descrição Referênciasunclassified

“…A partir dos relatos dos entrevistados, é possível notar que, mesmo nas organizações onde há ferramentas de BI, a percepção do principal tomador de decisão parece prevalecer. Nas PME, é comum ao proprietário-gestor tomar decisões pautadas em suas experiências, inclusive perante dados indicativos do caminho contrário (Jankelová, 2017).…”

Section: Categorias De Análise Descrição Referênciasunclassified

Decision archetypes in the information technology governance: Reflections concerning small and medium-sized enterprises

Frogeri

Pardini

Cardoso

et al. 2021

REGEPE

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Objectives of the study: to understand and analyze the configuration of decision archetypes, proposed by Weill and Ross (2004), in the context of Small and Medium Enterprises (SMEs). The study is justified by the increased organizational dependence on Information and Communication Technologies (ICT) and its high costs, which requires a close alignment between business strategies and the adoption of these technologies. Methodology / Approach: qualitative approach, under an inductive logic; and data collected through semi-structured and in-depth interviews, involving five owner-managers of ICT service providers and 16 directors / managers of Information Technology (IT), in SMEs. Main results: it was observed that SMEs have characteristics that facilitate the integration between business and IT, with the duopoly decision archetype prevailing. The greater concentration of power in the owner-manager or the absence of structural power of the key IT professional in these companies can, however, favor archetypes of the type of federalism or monarchy, influencing misaligned decisions between IT and business. Theoretical / methodological contributions: the findings of the study suggest that, within the organizational structures of SMEs, key IT professionals with decision-making power are supported by metrics based on quantitative aspects, supported by business intelligence systems and empirical knowledge of those involved in the process. Relevance / Originality: by proposing mechanisms for configuring decision archetypes in the Information Technology Governance (ITG) of SMEs, this study contributes significantly to the advancement of this theme, still incipient in the literature, as well as supporting new research.

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“…Perusahaan kecil seperti UKM memiliki peran dan kontribusi yang sangat penting dalam pengembangan ekonomi modern dunia (Lee et al, 2010), (Jankelová, 2017), (Charles et al, 2015). Perusahaan kecil sama halnya dengan perusahaan besar dimana membutuhkan perencanaan bisnis strategis untuk berhasil di pasar (Duhan,2007).…”

Section: Pendahuluanunclassified

“…Keberhasilan perusahaan kecil, sebagian besar tergantung pada praktik pengambilan keputusan strategis yang diambil oleh organisasi tersebut (Robinson dan Pearce, 1983). Studi sebelumnya mengenai manajemen strategis berfokus pada perusahaan besar dan sangat sedikit sekali penelitian yang dilakukan terkait dengan proses pengambilan keputusan strategis di perusahaan kecil seperti UKM (Ajiwe et al, 2015); (Jankelová, 2017). Banyak sekali penelitian yang mengungkapkan bahwa terdapat perbedaan proses pengambilan keputusan strategis di perusahaan kecil seperti UKM dan perusahaan besar, tidak hanya itu banyak penelitian yang memberikan bukti empiris terhadap argumen ini termasuk Papadakis et al (1998), Brouthers et al (1998) dan Gilmore dan Carson (2000).…”

Section: Pendahuluanunclassified

Analisis Proses Pengambilan Keputusan Di UKM Menggunakan Model Pengambilan Keputusan Strategis

Aulia

2020

SLJIL

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Proses pengambilan keputusan merupakan suatu proses yang sangat krusial bagi sebuah organisasi dimana hasil dari suatu keputusan mencerminkan keefektifan, kinerja dan kesuksesan suatu organisasi. Perusahaan kecil seperti UKM memiliki peran dan dan kontribusi yang sangat penting dalam pengembangan ekonomi modern dunia. Proses pengambilan keputusan di UKM berbeda dengan proses pengambilan keputusan dalam organisasi besar dimana seluruh keputusan operasional termasuk tingkatan strateginya sehingga proses pengambilan keputusan tersebut menjadi suatu hal yang sangat krusial dan penting bagi kelangsungan organisasi. Penelitian ini bertujuan untuk melihat proses pengambilan keputusan di UKM berdasarkan model pengambilan keputusan strategis dan juga memetakan proses pengambilan keputusan tersebut berdasarkan strategi pemasaran yang digunakan. Metodologi yang digunakan adalah penelitian kualitatif dengan pendekatan studi kasus, dimana membandingkan proses pengambilan keputusan di UKM dengan menggunakan model pengambilan keputusan strategis. Teknik pengumpulan data melalui wawancara mendalam digunakan untuk mendapatkan data dengan mengikuti alur pengambilan keputusan yang dibagi menjadi 3 fase yaitu identifikasi, pengembangan dan seleksi. Hasil penelitian ini berupa alur pengambilan keputusan di UKM serta model yang digunakan dalam pengambilan keputusan sesuai dengan model pengambilan keputusan strategis.

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Strategic Decision Making and Its Importance in Small Corporations

Cited by 5 publications

References 14 publications

Strategic Decision-Making Context and Organizational Performance in Bindura Nickel Mine

Strategic Decision-Making Context and Organizational Performance in Bindura Nickel Mine

Decision archetypes in the information technology governance: Reflections concerning small and medium-sized enterprises

Analisis Proses Pengambilan Keputusan Di UKM Menggunakan Model Pengambilan Keputusan Strategis

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