Relevant bibliographies by topics / Decision making

Academic literature on the topic 'Decision making'

Author: Grafiati
Published: 4 June 2021
Last updated: 8 June 2024

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Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Journal articles on the topic "Decision making":

1

Rigopoulos, Evangelos. "DECODING EDUCATIONAL DECISIONS: TRACING THE EVOLUTION OF DECISION-MAKING THEORIES." Global Multidisciplinary Journal 03, no. 03 (March 1, 2024): 01–06. http://dx.doi.org/10.55640/gmj-abc219.

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Decoding Educational Decisions: Tracing the Evolution of Decision-Making Theories explores the historical trajectory and development of decision-making theories within educational contexts. This paper provides a comprehensive examination of the key theories that have shaped decision-making processes in education over time, shedding light on their evolution, implications, and practical applications. Drawing upon a wide range of scholarly literature and historical perspectives, this study offers valuable insights into how decision-making frameworks have influenced educational practices and policies. By tracing the evolution of these theories, educators and policymakers can gain a deeper understanding of the factors influencing decision-making processes in education and make informed choices to enhance teaching, learning, and organizational effectiveness.
2

TOFAN, Cezarina Adina. "Optimization Techniques of Decision Making - Decision Tree." Advances in Social Sciences Research Journal 1, no. 5 (September 30, 2014): 142–48. http://dx.doi.org/10.14738/assrj.15.437.

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3

Mohammadi, Anahita Malek, and Badaruddin Mohamed. "Convention Decision Making Modeling." International Journal of Trade, Economics and Finance 1, no. 1 (2010): 54–56. http://dx.doi.org/10.7763/ijtef.2010.v1.10.

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4

Ghazi A, Alowaidi Mahmoud, and Wang Hu. "Impact of individual decision-making styles on marketing information system based decision-making." International Journal Of Innovation And Economic Development 1, no. 2 (2015): 40–49. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.12.2005.

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Marketing information system (MIS) enables data processing and transformation of data into valuable information that results in a more effective decision-making from which companies benefit. However, human aspect is still an influential factor in the decision-making process. We conceptualize a connection between decision-making styles of employees, inherent in their habits and practices, and marketing innovation system based on the decision-making process. Through a detailed literature review, a link between spontaneous, individual, rational and dependent decision-making styles with quality and speed of MIS decision-making has been conceived and constructed. We suggest that decision-making styles influence both quality and speed of the decision-making process. Furthermore, quality and speed of MIS decision-making have a positive influence on radical and incremental marketing innovation. This study enriches the body of literature that focuses on the human-technology interaction and is valuable for companies implementing and using MIS to make business decisions.
5

Farjam, Sanaz, and Xu Hongyi. "Revising Students’ Decision-making Process." International Journal of Management Science and Business Administration 1, no. 10 (2015): 70–78. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.110.1006.

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One of the major concerns of marketing researchers is to analyze customer’s decision-making process. Given the significance of “students as customers” concept in Higher Education (HE), it seems necessary to study this process. In this paper, we reviewed studies related to decision-making process of students, then, revised models that discussed this issue. We found many factors that affect this process from different points of view. This paper attempts to provide guidance for further investigation in this area.
6

Tapas, Dr Poornima. "Business Ethics in decision making." Paripex - Indian Journal Of Research 2, no. 1 (January 15, 2012): 115–16. http://dx.doi.org/10.15373/22501991/jan2013/42.

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7

Dimanova, Donika. "MATHEMATICAL METHODS FOR DECISION-MAKING." Journal Scientific and Applied Research 7, no. 1 (March 6, 2015): 88–97. http://dx.doi.org/10.46687/jsar.v7i1.169.

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The report will set out a systematic introduction to the mathematical methods that facilitate decision-making in many areas of human activity. Especially important are these methods in solving problems in the management and decision-making in emergency situations. The formation of strategic and tactical decisions, the governing body must take into account the multiple and conflicting considerations of which to seek the most effective option.
8

O’gli, Mirzaxmatov Baxodir Baxromboy. "GENERAL PSYCHOLOGY OF DECISION MAKING." International Journal of Advance Scientific Research 4, no. 3 (March 1, 2024): 164–67. http://dx.doi.org/10.37547/ijasr-04-03-30.

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This doctoral thesis explores the intricate relationship between organizational culture and decision-making under uncertainty, aiming to uncover how cultural norms, values, beliefs, and practicesinfluence both individual and collective decision-making processes. Employing a mixed-methods approach, the study combines quantitative surveys with qualitative interviews and case studies across various industries to provide a comprehensive analysis of the impact of organizational culture on decision-making efficacy in uncertain environments.
9

Petrova, Elitsa, and Roxana Ştefănescu. "Decision making, some individual decision-making styles and software for decision making." Przegląd Nauk o Obronności, no. 15 (November 29, 2022): 1–12. http://dx.doi.org/10.37055/pno/156919.

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ObjectivesThis article presents the eternal relevance of the decision-making process and its inseparable connection with the personality of the decision-maker. Broadly speaking, the subject of consideration is the decision-making process. The main goal of the authors is to review the decision-making process, some styles of decision making and offer information about some types of software for decision making and strategic planning.MethodsThe scientific methodology used is a combination of a theoretical review of the issue, a critical scientific review and the presentation of new scientific advances in the world of practice in terms of decision-making through technical means and methods.ResultsThe conditions that the decisions must meet in order to be useful and accepted, some styles of decision-making processes and also the use of decision-making software are analysed in the article.ConclusionsThe authors are aware that this is a repeatedly researched topic and it is in the last part that a novelty of an applied-practical nature is definitely found. Several software for decision making and strategic planning software, which is a category of software critical for organizational leaders who want to ensure more strategic decision-making and implement simpler and more effective reporting are presented in the last part of the article. This software provides a place to manage all strategic elements, in order to achieve high-level organizational structure and long-term goals.
10

COLAKKADIOGLU, Oguzhan, and D. Billur CELIK. "The Effect of Decision-Making Skill Training Programs on Self-Esteem and Decision-Making Styles." Eurasian Journal of Educational Research 16, no. 65 (October 6, 2016): 1–35. http://dx.doi.org/10.14689/ejer.2016.65.15.

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You might also be interested in the extended bibliographies on the topic 'Decision making' for particular source types:
Journal articles Dissertations / Theses Books

Dissertations / Theses on the topic "Decision making":

1

Müller-Trede, Johannes. "Advisors and groups: essays in social decision making." Doctoral thesis, Universitat Pompeu Fabra, 2012. http://hdl.handle.net/10803/81075.

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The three chapters of this thesis investigate social aspects of judgment and decision making. Chapter One analyses the consequences of making decisions based on predictions of future well-being, and the conditions under which advice can improve these decisions. It shows that an interaction between errors in affective forecasts and the choice process leads to suboptimal decisions and disappointment, and establishes conditions under which advice reduces these effects. The second chapter investigates the boundaries of the result that eliciting more than one estimate from the same person and averaging these can lead to accuracy gains in judgment tasks. It reveals that the technique works only for specific kinds of questions, and people are reluctant to average their initial answers when asked for a final estimate. Finally, Chapter Three reviews experimental results regarding individual and small group behaviour in strategic decision tasks and provides a theoretical framework to analyse the observed differences.
Aquesta tesi investiga diferents aspectes socials de la presa de decisions. El primer capítol analitza les decisions preses en base a les prediccions del benestar futur, i en quines situacions els consells d’altres persones poden millorar aquestes decisions. Es mostra que una interacció entre el procés de l’elecció i les imperfeccions de les prediccions condueix a decisions subòptimes i a la decepció, i s’estableixen les condicions sota les quals els consells redueixen aquests efectes. El segon capítol investigaels casos en què les persones poden millorar les seves prediccions numèriques donant més d’una estimació i prenent-ne la mitjana. A base d’un experiment, es mostra que la tècnica funciona només amb determinats tipus de preguntes, i que les persones són averses a prendre mitjanes de les seves estimacions inicials quan es pregunta per una estimació final. L’últim capítol revisa els resultats experimentals referents a la presa de decisions estratègiques de la persona individual comparats amb els de la persona que forma part d’un grup reduït i proporciona un marc teòric en el que analitza les diferències que s’observen en el seu comportament
2

Tatlılıoğlu, Kasım. "DECISIONS AND DECISION MAKING STRATEGIES IN ADOLESCENTS." Thesis, Національний авіаційний університет, 2017. https://er.nau.edu.ua/handle/NAU/48998.

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3

Tatlılıoğlu, Kasım. "DECISIONS AND DECISION MAKING STRATEGIES IN ADOLESCENTS." Thesis, Національний авіаційний університет, 2017. http://er.nau.edu.ua/handle/NAU/30617.

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4

Macintyre, Stuart Dunlop, and n/a. "Burglar decision Making." Griffith University. School of Criminology and Criminal Justice, 2001. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20050916.165104.

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This thesis examines how burglars select a target and carry out a crime. The four research questions addressed by the two studies conducted for this thesis are: 1. What are the processes used by burglars to select a target, break in, steal, and distribute the proceeds? 2. What are the crucial decision making cues used to select a target? 3. What is the impact of various cues, cue alternatives, cue order and combinations selected on target attractiveness in a controlled situation? 4. Does age or experience interact with the effect of any cues? The results furnish discussion and increase the understanding and prevention of break and enter (B&E). The research for this thesis was conducted in two studies. For Study One interviews were conducted with fifty persons who attend a methadone clinic. Participants were past heroin users who financed their drug use through the commission of break and enter. Semi-structured interviews were conducted that covered their drug use and criminal involvement. From these interviews a list of seventeen cues was developed - cue 1 (dog), cue 2 (lighting), cue 3 (alarm), cue 4 (occupancy - lights/tv/radio), cue 5 (occupancy - car in driveway), cue 6 (affluence), cue 7 (doors/windows), cue 8 (locks), cue 9 (garage), cue 10 (fence), cue 11 (garden), cue 12 (location), cue 13 (people in the street), cue 14 (neighbourhood watch), cue 15 (weather), cue 16 (inside information) and cue 17 (street type). Participants used these seventeen cues to determine the vulnerability of a target. For Study Two a computer program was developed, in which these seventeen cues were arranged in various combinations, across twenty case studies. The computer program allowed subjects to access as much information about a case study as they needed to make a decision about its attractiveness as a burglary target. A new sample of ninety-six burglars were asked to view the twenty case studies and give each target a rating from '0' (not a B&E opportunity) to '100' (a definite B&E opportunity). Over the twenty case studies, the subjects only accessed one third of the available information to make a decision. The lower the final rating for a ease study the fewer cues were selected. Subjects were quickly deterred if the first one or two selections revealed deterrent alternatives. In contrast, if the initial selections revealed attractive alternatives the subjects were hard to deter even if subsequent cue selections revealed only deterrent alternatives. Four cues - cue 1 (dog), cue 3 (alann), cue 13 (people in the street) and cue 16 (inside information) - accounted for 91.77% of all first selections. Six cues - cue 1 (dog), 3 (alarm), cue 4 (occupancy - lights/tv/radio), cue 5 (occupancy - car in driveway), cue 13 (people in the street) and cue 16 (inside information) - accounted for 67.8% of all selections made. Clearly these six cues are very important to offenders and they should be closely examined in any prevention initiative. Results revealed that on 282 Occasions subjects viewed only one cue then made their decision based on this one piece of information. The most common single cue was reliable inside information that there was a large amount of cash inside the house or when a good alarm was present. Decision trees were developed which graphically trace the selections of subjects and the ratings given after each selection. The trees showed that subjects reached different conclusions from the same case study because they could select different cues. The selection of different cues from the same case study led to great variation in subsequent cue selections. The decision trees confirmed the earlier finding that subjects are much harder to deter when the first one or two selections had attractive alternatives even if subsequent selections had deterrent alternatives. Results of linear regressions revealed that every cue was significant as predictor of final rating at least twice, however three cues - cue 3 (alarm), cue 12 (location) and cue 16 (inside information) - were significant as predictors ten or more times. The 96 subjects were divided into four groups on the basis of age (young and old) and experience (experienced and inexperienced). The young and inexperienced group used an average of 188.3 cues across the twenty case studies, whereas the older and experienced group used an average of 43.8 cues. Older and experienced subjects were harder to deter, compared to younger and inexperienced subjects. As experience increased fewer cues were needed to reach a decision. The results showed that the variation in final rating for each case study was explained by a few cues. For example, in case study 16 the Adjusted R Square with all seventeen factors entered was .945. With only six cues as predictors the Adjusted R Square reduced slightly to .939. This shows that although cues are mentioned in the literature and were selected by subjects in this study they were often ineffectual and did not assist in explaining the final rating. The two most effective prevention measures were the deterrent alternatives for cue 3 (alarm) and cue 4 (occupancy -lights/tv/radio). The two most influential attractive alternatives were for cue 12 (location; house is located on a corner block) and cue 16 (inside information; from a reliable source you are told there could be a large amount of cash kept in the house). Overall, the linear models with interactions showed that the inexperienced subjects' decision making was more volatile and fluctuated to a greater extent than the experienced subjects' decision making. When continually attractive infonnation was received the inexperienced subjects' ratings climbed higher than did the experienced subjects. When deterrent information was received the negative effect on the inexperienced subjects' ratings was greater than the effect on experienced subjects. Experience increases burglars' skills and abilities but it also improves their capacity to weigh up information in a more reasoned manner. The results revealed that experienced subjects have probably developed a level of skill to the extent that the deterrent alternatives for many cues have become ineffectual. The experienced subjects have developed strategies to overcome many deterrents. The decision making of the experienced subjects was clearly more sophisticated and considered. The main theoretical finding of this thesis is that research will only produce incomplete findings if it concentrates on place and situation to the neglect of the offender and the antecedents and attributes they bring to a crime. The influence of age and experience on decision making is of such consequence that it must be considered to maximise the prevention of crime. Age and experience have individual and combined influences on cue selection and interpretation.
5

Leutenmayr, Stephan. "Liquid decision making." Diss., Ludwig-Maximilians-Universität München, 2015. http://nbn-resolving.de/urn:nbn:de:bvb:19-181737.

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In today’s business world, decisions have to be made on different levels, including strategic, tactical, and operational levels. Decisions on the strategic level are characterized by their complexity, longevity and impact. Such decisions can benefit from the participation of a large, diverse group of people as they contribute different background knowledge, perspectives, and evaluation criteria. Typically, such decisions need to be considered over a prolonged period of time as opinions may need to be formed or may change due to the availability of new information. The goal of people in group decision making situations is typically to achieve good decisions. A mechanism is thus desirable that is capable of addressing the aforementioned challenges and of producing a good decision. For this work, a decision is thought to be good if it is predominantly based on the sincere opinions of the participants. In this thesis, we investigate the market metaphor as a promising approach for group decision making. Markets are attributed with the capability of gathering and aggregating assessments from people in a single indicator, the price. They allow for a continued participation over a prolonged time, reversibility of one’s market position by repeated trading, and the usage of individual evaluation criteria. For investigating the application of the market metaphor to decision making, we develop LDM, a market-based approach for group decision making. There, we represent a pending decision as a market and the decision options as stocks. Participants then buy shares of their favored stocks and sell shares of the stocks they dislike. High demand leads to price increase whereas low prices are the result of low demand. The most favored decision options can be identified from the ranking of the stocks according to their prices. To support the achievement of a good decision, we model the market behavior of participants, devise design principles, identify suitable application scenarios, and determine appropriate functionalities for a market software. We furthermore devise the concept of market perturbations for uncovering the trading intentions of participants. We furthermore implement a web-based software prototype of LDM. It provides functionalities for decision making, market trading, user handling, information exchange, and market perturbations. Participants there trade their favored stocks using virtual play money. We test the LDM approach and its software prototype in an EU-funded project, in a lab study, in the selection of research proposals, and in a university seminar for scenario building.
Entscheidungen müssen in Unternehmen auf unterschiedlichen Ebenen getroffen werden. Besonders strategische Entscheidungen sind oft komplex, langwierig und haben weitreichende Auswirkungen. Die Beteiligung einer großen, heterogenen Personengruppe kann solche Entscheidungen begünstigen, da sie unterschiedliches Hintergrundwissen sowie verschiedene Perspektiven und Bewertungskriterien beisteuern. Oft werden solche Entscheidungen über einen längeren Zeitraum getroffen, da die Beteiligten sich ihre Meinungen erst bilden müssen, oder diese sich durch neue Informationen ändern. Um dabei gute Entscheidungen zu treffen, sollte ein Ansatz dazu unter den geschilderten Umständen ein gutes Ergebnis liefern können. Als gutes Ergebnis wird in dieser Arbeit eine Entscheidung angesehen, die hauptsächlich auf der ehrlichen Meinung der Teilnehmer beruht. In dieser Arbeit untersuchen wir die Marktmetapher als vielversprechenden Ansatz für die Entscheidungsfindung. Märkten wird die Fähigkeit zugeschrieben, Informationen von verschiedenen Personen in einem einzigen Indikator, dem Preis, aggregieren zu können. Sie ermöglichen dabei eine kontinuierliche Teilnahme über einen längeren Zeitraum, eine Änderung der Meinung durch wiederholtes Handeln sowie die Anwendung von individuellen Bewertungskriterien. Für unsere Untersuchung entwickeln wir LDM, einen marktbasierten Ansatz für die Entscheidungsfindung in Gruppen. Eine anstehende Entscheidung wird darin als Markt repräsentiert und die Entscheidungsoptionen als Aktien. Die Teilnehmer kaufen Anteile ihrer favorisierten Aktien und verkaufen die Anderen mittels virtuellem Spielgeld. Eine hohe Nachfrage führt zu hohen Preisen, niedrige Nachfrage zu niedrigen Preisen. Aus der Rangfolge der Aktien nach ihren Preisen kann dann die bevorzugteste Entscheidungsoption identifiziert werden. Um eine gute Entscheidung mittels \acl{LDM} zu erreichen, erstellen wir ein Verhaltensmodell der Teilnehmer, Entwurfsprinzipien, geeignete Einsatzszenarien und geeignete Funktionalitäten für eine Software. Außerdem entwickeln wir das Konzept der Marktstörungen um Handelsintentionen der Teilnehmer in Erfahrung zu bringen. Diese Aspekte setzen wir in einer webbasierten Software um, die Funktionalitäten zur Entscheidungsfindung, zum Handeln, zur Nutzerverwaltung, zum Informationsaustausch und für Marktstörungen enthält. LDM sowie die Sofware testen wir erfolgreich in einem EU-Projekt, in einer Laborstudie, bei der Auswahl von Forschungsvorhaben und in einem Universitätsseminar zu Szenarioentwicklung.
6

Vohra, Shalini. "Investor decision making." Thesis, University of Manchester, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.521574.

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The role of irrational or emotional factors in investor decision making has been well recognised (Thaler, 1999; Kahneman & Tversky, 1979; Shefrin & Statman, 1985). However, existing research fails to adequately take into account the role of corporate reputation. This thesis attempts to overcome this limitation and follows a two stage research design for the same. In the first and qualitative stage, the decision-making of groups of investors was observed by attending the monthly meetings of investment clubs as an observer. The reputation of the company was found to be the most prominent factor influencing decisions on the buying, selling and holding of shares. Prior work on such decisions has often examined investor regret (Shefrin & Statman, 1985; Kahneman & Tversky, 1979; Thaler, 1985). Consequently the second and quantitative stage of this work explores the relevance of corporate reputation to predicting investor regret, an issue that has not been tested previously. Factors identified as important for investor decision making were identified from prior work and the qualitative phase and used to construct a questionnaire administered to a convenience sample of individual investors. A model for predicting investor regret was developed using hierarchical multiple regression. Control measures included were investor's age and gender, risk taking and share price performance. Reputation was measured using a multidimensional brand personality scale. Measures of human personality were also included. Three dimensions of corporate reputation/brand personality agreeableness, enterprise and competence, were found to be significant in the prediction of investor regret. Of these Agreeableness (honest, trustworthy, supportive) had the strongest influence. Thus the significance of corporate reputation for investor decision making as suggested by the qualitative results was supported by the quantitative findings. Partial support was found for the relevance of human personality in predicting investor regret.
7

Ходцева, Алла Олександрівна, Алла Александровна Ходцева, and Alla Oleksandrivna Khodtseva. "Ethical Decision Making." Thesis, TESOL Ukraine, 2000. http://essuir.sumdu.edu.ua/handle/123456789/63589.

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8

Macintyre, Stuart Dunlop. "Burglar decision Making." Thesis, Griffith University, 2001. http://hdl.handle.net/10072/365896.

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This thesis examines how burglars select a target and carry out a crime. The four research questions addressed by the two studies conducted for this thesis are: 1. What are the processes used by burglars to select a target, break in, steal, and distribute the proceeds? 2. What are the crucial decision making cues used to select a target? 3. What is the impact of various cues, cue alternatives, cue order and combinations selected on target attractiveness in a controlled situation? 4. Does age or experience interact with the effect of any cues? The results furnish discussion and increase the understanding and prevention of break and enter (B&E). The research for this thesis was conducted in two studies. For Study One interviews were conducted with fifty persons who attend a methadone clinic. Participants were past heroin users who financed their drug use through the commission of break and enter. Semi-structured interviews were conducted that covered their drug use and criminal involvement. From these interviews a list of seventeen cues was developed - cue 1 (dog), cue 2 (lighting), cue 3 (alarm), cue 4 (occupancy - lights/tv/radio), cue 5 (occupancy - car in driveway), cue 6 (affluence), cue 7 (doors/windows), cue 8 (locks), cue 9 (garage), cue 10 (fence), cue 11 (garden), cue 12 (location), cue 13 (people in the street), cue 14 (neighbourhood watch), cue 15 (weather), cue 16 (inside information) and cue 17 (street type). Participants used these seventeen cues to determine the vulnerability of a target. For Study Two a computer program was developed, in which these seventeen cues were arranged in various combinations, across twenty case studies. The computer program allowed subjects to access as much information about a case study as they needed to make a decision about its attractiveness as a burglary target. A new sample of ninety-six burglars were asked to view the twenty case studies and give each target a rating from '0' (not a B&E opportunity) to '100' (a definite B&E opportunity). Over the twenty case studies, the subjects only accessed one third of the available information to make a decision. The lower the final rating for a ease study the fewer cues were selected. Subjects were quickly deterred if the first one or two selections revealed deterrent alternatives. In contrast, if the initial selections revealed attractive alternatives the subjects were hard to deter even if subsequent cue selections revealed only deterrent alternatives. Four cues - cue 1 (dog), cue 3 (alann), cue 13 (people in the street) and cue 16 (inside information) - accounted for 91.77% of all first selections. Six cues - cue 1 (dog), 3 (alarm), cue 4 (occupancy - lights/tv/radio), cue 5 (occupancy - car in driveway), cue 13 (people in the street) and cue 16 (inside information) - accounted for 67.8% of all selections made. Clearly these six cues are very important to offenders and they should be closely examined in any prevention initiative. Results revealed that on 282 Occasions subjects viewed only one cue then made their decision based on this one piece of information. The most common single cue was reliable inside information that there was a large amount of cash inside the house or when a good alarm was present. Decision trees were developed which graphically trace the selections of subjects and the ratings given after each selection. The trees showed that subjects reached different conclusions from the same case study because they could select different cues. The selection of different cues from the same case study led to great variation in subsequent cue selections. The decision trees confirmed the earlier finding that subjects are much harder to deter when the first one or two selections had attractive alternatives even if subsequent selections had deterrent alternatives. Results of linear regressions revealed that every cue was significant as predictor of final rating at least twice, however three cues - cue 3 (alarm), cue 12 (location) and cue 16 (inside information) - were significant as predictors ten or more times. The 96 subjects were divided into four groups on the basis of age (young and old) and experience (experienced and inexperienced). The young and inexperienced group used an average of 188.3 cues across the twenty case studies, whereas the older and experienced group used an average of 43.8 cues. Older and experienced subjects were harder to deter, compared to younger and inexperienced subjects. As experience increased fewer cues were needed to reach a decision. The results showed that the variation in final rating for each case study was explained by a few cues. For example, in case study 16 the Adjusted R Square with all seventeen factors entered was .945. With only six cues as predictors the Adjusted R Square reduced slightly to .939. This shows that although cues are mentioned in the literature and were selected by subjects in this study they were often ineffectual and did not assist in explaining the final rating. The two most effective prevention measures were the deterrent alternatives for cue 3 (alarm) and cue 4 (occupancy -lights/tv/radio). The two most influential attractive alternatives were for cue 12 (location; house is located on a corner block) and cue 16 (inside information; from a reliable source you are told there could be a large amount of cash kept in the house). Overall, the linear models with interactions showed that the inexperienced subjects' decision making was more volatile and fluctuated to a greater extent than the experienced subjects' decision making. When continually attractive infonnation was received the inexperienced subjects' ratings climbed higher than did the experienced subjects. When deterrent information was received the negative effect on the inexperienced subjects' ratings was greater than the effect on experienced subjects. Experience increases burglars' skills and abilities but it also improves their capacity to weigh up information in a more reasoned manner. The results revealed that experienced subjects have probably developed a level of skill to the extent that the deterrent alternatives for many cues have become ineffectual. The experienced subjects have developed strategies to overcome many deterrents. The decision making of the experienced subjects was clearly more sophisticated and considered. The main theoretical finding of this thesis is that research will only produce incomplete findings if it concentrates on place and situation to the neglect of the offender and the antecedents and attributes they bring to a crime. The influence of age and experience on decision making is of such consequence that it must be considered to maximise the prevention of crime. Age and experience have individual and combined influences on cue selection and interpretation.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Criminology and Criminal Justice
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9

Cook, Edward. "Group Decision-Making." VCU Scholars Compass, 2019. https://scholarscompass.vcu.edu/etd/5928.

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The present work explores improvements in group decision-making. It begins with a practical example using state-of-the-art techniques for a complex, high-risk decision. We show how these techniques can reveal a better alternative. Although we created an improved decision process, decision-makers were apt to protect their own organizations instead of the project. This tendency was reduced over the course of the decision-making process but inspired the first conceptual component of this work. The first concept describes the “Cost of Conflict” that can arise in a group decision, using game theory to represent the non-cooperative approach and comparing the outcome to the cooperative approach. We demonstrate that it is possible for the group to settle on a non-Paretto Nash equilibrium. The sensitivity of the decision-maker weights is revealed which led to the second conceptual portion of this work. The second concept applies social network theory to study the influence between decision-makers in a group decision. By examining the number and strength of connections between decision-makers, we build from intrinsically derived weights to extrinsically derived weights by adding the network influences from other decision-makers. The two conceptual approaches provide a descriptive view of non-cooperative decisions where decision-makers still influence each other. These concepts suggest a prescriptive approach to achieving a higher group utility.
10

Menin, Mirko <1996&gt. "Management Decision Making." Master's Degree Thesis, Università Ca' Foscari Venezia, 2019. http://hdl.handle.net/10579/15549.

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Eviscerazione e analisi dell'intero processo di decision making: dalle principali problematiche, alla generazione di dati utili al processo, fino alla decisione effettiva e all'analisi e valutazione delle conseguenze.
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Books on the topic "Decision making":

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Skořepa, Michal. Decision Making. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-1-137-28565-2.

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Review, Harvard Business. Decision making. Boston, MA: Harvard University, Division of Research, Graduate School of Business Administration, 1988.

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Fitzgerald, Stephen P. Decision making. Oxford, U.K: Capstone Pub., 2002.

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Review, Harvard Business, ed. Decision making. Boston, Ma: Harvard Business School, 1989.

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Welch, David A. Decisions, decisions: The art of effective decision making. Amherst, N.Y: Prometheus Books, 2002.

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Ranta, Ronald. Political Decision Making and Non-Decisions. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137447999.

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P, Van Gigch John, ed. Decision making about decision making: Metamodels and metasystems. Cambridge, Mass: Abacus Press, 1987.

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Algie, Jimmy. Decision making and decision tools. Reading: Gyosei Institute of Management Studies, 1993.

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Nutt, Paul C. Making tough decisions: Tactics for improving managerial decision making. San Francisco: Jossey-Bass Publishers, 1989.

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John, Hickson David, and University of Bradford. Management Centre., eds. Top decisions: Strategic decision-making in organizations. San Francisco: Jossey-Bass Publishers, 1986.

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Book chapters on the topic "Decision making":

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Bernhardsdóttir, Ásthildur Elva. "Decision Making and Decision-Making Unit." In Crisis-Related Decision-Making and the Influence of Culture on the Behavior of Decision Makers, 57–94. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-20714-8_5.

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Emerson, Peter. "Decision-Making." In Democratic Decision-making, 9–16. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-52808-9_2.

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Dankers, Winnie. "Decision-Making." In CIRP Encyclopedia of Production Engineering, 1–5. Berlin, Heidelberg: Springer Berlin Heidelberg, 2018. http://dx.doi.org/10.1007/978-3-642-35950-7_6446-5.

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Kvist, Thomas. "Decision Making." In Apical Periodontitis in Root-Filled Teeth, 55–71. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-57250-5_6.

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Lee, Kent D. "Decision Making." In Undergraduate Topics in Computer Science, 39–61. London: Springer London, 2014. http://dx.doi.org/10.1007/978-1-4471-6642-9_2.

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Simola, Nicola, Micaela Morelli, Tooru Mizuno, Suzanne H. Mitchell, Harriet de Wit, H. Valerie Curran, Celia J. A. Morgan, et al. "Decision Making." In Encyclopedia of Psychopharmacology, 365–66. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-540-68706-1_673.

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Salles, Maryse. "Decision-Making." In Decision-Making and the Information System, 1–42. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119102663.ch1.

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Tyson, Trevor. "Decision Making." In Working with Groups, 110–18. London: Macmillan Education UK, 1998. http://dx.doi.org/10.1007/978-1-349-15194-3_9.

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Kwinn, Michael J., Gregory S. Parnell, and Robert A. Dees. "Decision Making." In Decision Making in Systems Engineering and Management, 395–446. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470926963.ch12.

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Upchurch Sweeney, C. Renn, J. Rick Turner, J. Rick Turner, Chad Barrett, Ana Victoria Soto, William Whang, Carolyn Korbel, et al. "Decision Making." In Encyclopedia of Behavioral Medicine, 544. New York, NY: Springer New York, 2013. http://dx.doi.org/10.1007/978-1-4419-1005-9_1013.

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Conference papers on the topic "Decision making":

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Skyrius, Rimvydas. "Business Decision Making." In 2001 Informing Science Conference. Informing Science Institute, 2001. http://dx.doi.org/10.28945/2368.

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Significant recent research in the decision support area has been concentrating on the human side of the person-technology relation. Knowledge, perceptions, beliefs and experiences have been researched in a number of works. The author has used individual interviews with business decision makers to find out their attitudes towards factors influencing the quality of business decisions. The issues discussed included features of actual right and wrong decisions, role of information sources and analytical tools, factors influencing creativity, and the role of information technology. The findings have shown that in the decision making process, available knowledge is used and new knowledge is created, and these processes are preferred to be supported by simple yet efficient support tools. The information environment surrounding business activities is getting increasingly complex. The important reasons for this complexity are: growing volumes of information of potential relevance to certain business activities; increasing number of sources of such information; and multiplying technologies for handling data and information. This is particularly true for decision making which has to encompass all relevant data, information and decision maker's knowledge to make quality decisions. Alongside with technologies for handling data and information, lately much attention has been given to knowledge management (KM) models and relations between data, information and knowledge. In knowledge-intensive activities, such as decision support, these relationships are important in terms of efficient utilisation of information resources, and especially those supported and facilitated by IT with its present capabilities. The aim of this paper is to take a look at the relations between data, information and knowledge in the context of managerial decision making, and professional learning and experience. These issues are discussed on the basis of surveys and interviews, conducted among small and medium enterprise (SME) decision makers in Lithuania in 1997-1999. The key questions of the survey have been: how important IT has become for management activities, regarding in the first place decision support, and how does it affect creativity and knowledge development. The synergy between technology and the user has been recognized to work in the areas such as using existing experiences and creating new ones on a problem and decision; working out the decision schema; stimulating creativity; capturing the details and specifics of the decision process for further uses. While IT is and can be efficiently used to manage data and information, the actual use of what is in decision support environment sometimes called stored knowledge - preprogrammed procedures for certain types of situations, sets of models, reusable queries - is rather limited. Instead, the survey has shown that decision makers prefer relatively simple tools and techniques that allow them to perform iterative buildup of decision support points towards a sufficient set to make a decision. Under a problem situation, existing practices are repeatedly tested. In the process, new associations and mental models may appear, expanding existing knowledge as well as creating new knowledge. The responses have shown that the presence of simple yet efficient decision support tools is welcome by the decision makers as having a potential to gain more with less - to provide more confidence and insurance from fatal decision mistakes, at the same time reducing the need to do extensive training, radically change existing beliefs or invest heavily into sophisticated technologies. In addition, such tools serve as support for managerial learning process and knowledge exchange, especially in the process of creativity stimulation where analogies, real-life and hypothetical situations, brainstorming and bias elimination techniques are used.
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Hassanien, Sherif, Doug Langer, and Mona Abdolrazaghi. "Integrity Risk-Informed Decision Making." In 2018 12th International Pipeline Conference. American Society of Mechanical Engineers, 2018. http://dx.doi.org/10.1115/ipc2018-78149.

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Over the last three decades, safety-critical industries (e.g. Nuclear, Aviation) have witnessed an evolution from risk-based to risk-informed safety management approaches, in which quantitative risk assessment is only one component of the decision making process. While the oil and gas pipeline industry has recently made several advancements towards safety management processes, their safety performance may still be seen to fall below the expected level achieved by other safety-critical industries. The intent of this paper is to focus on the safety decision making process within pipeline integrity management systems. Pipeline integrity rules, routines, and procedures are commonly based on regulatory requirements, industry best practices, and engineering experience; where they form “programmed” decisions. Non-programmed safety and business decisions are unique and “usually” unstructured, where solutions are worked out as problems arise. Non-programmed decision making requires more activities towards defining decision alternatives and mutual adjustment by stakeholders in order to reach an optimal decision. Theoretically, operators are expected to be at a maturity level where programmed decisions are ready for most, if not all, of their operational problems. However, such expectations might only cover certain types of threats and integrity situations. Herein, a formal framework for non-programmed integrity decisions is introduced. Two common decision making frameworks; namely, risk-based and risk-informed are briefly discussed. In addition, the paper reviews the recent advances in nuclear industry in terms of decision making, introduces a combined technical and management decision making process called integrity risk-informed decision making (IRIDM), and presents a guideline for making integrity decisions.
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Albers, Michael J. "Decision making." In the 14th annual international conference. New York, New York, USA: ACM Press, 1996. http://dx.doi.org/10.1145/238215.238256.

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Encheva, Sylvia. "Providing Support for Today's Decision Making Processes-Decision making." In 2015 International Conference on Modeling, Simulation and Applied Mathematics. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/msam-15.2015.85.

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Serradó Bayés, Ana. "Obstacles in the evolution of secondary school students’ mental models of reasoning on decision making." In Decision Making Based on Data. International Association for Statistical Education, 2019. http://dx.doi.org/10.52041/srap.19309.

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A longitudinal study on the evolution of the mental levels of reasoning on decision-making situationally-provoked by a game of chance task to minimize the risk to lose is presented. The task was firstly implemented to 48 Spanish secondary-school students (age 12). Four years later, it was implemented again to 28 of these 48 students (age 15). A retrospective analysis was performed to identify the stochastic objects involved in the ways of thinking that helped to make decisions and students’ mental levels of reasoning. Students mental levels of reasoning on decision-making evolved from uni-structural responses based on personal preferences to initiate the evolution to extended abstract responses. Three main obstacles constricted a further evolution: the deterministic nature given to the random generator, the lack of proportional reasoning and the ignorance of the relationship between the classical a priori and the frequentist model of probability.
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Nikolaeva Stoyanovich, Anastasiya. "Decision-Making in Private and Professional Life." In Interdisciplinarity Counts. University of Maribor, University Press, 2023. http://dx.doi.org/10.18690/um.fov.3.2023.59.

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In life, we are faced with making decisions every day, whether they are of private or business importance. Decisions are the result of the decision-making process, which bring us certain consequences, whether they are positive or negative. The decision-making process is demanding in itself, a situation in which we are forced to make a selection between two or more things, and thus arrive at a final decision. We will begin with a theory review on the topics of the decision making process, continue with decision making under conditions of uncertainty and in uncertain situations. Our discussion will focus on how the decision-making in private in professional life varies. We identify as the main difference between decision-making in private vs. decision-making in professional life to be our emotional involvement. We emphasize the importance of making the right decisions and managing the consequences of our decisions.
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Leutenmayr, Stephan, and François Bry. "Liquid decision making." In the 13th International Conference. New York, New York, USA: ACM Press, 2011. http://dx.doi.org/10.1145/2095536.2095613.

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Sharples, Sarah, Sally Shalloe, Gary Burnett, and David Crundall. "Journey decision making." In ECCE '13: European Conference on Cognitive Ergonomics 2013. New York, NY, USA: ACM, 2013. http://dx.doi.org/10.1145/2501907.2501958.

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K. Liu, Helen, Muhchyun Tang, and Kuang-Hua Chen. "Public Decision Making." In dg.o '20: The 21st Annual International Conference on Digital Government Research. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3396956.3396965.

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Asahi, Toshiyuki, David Turo, and Ben Shneiderman. "Visual decision-making." In Conference companion. New York, New York, USA: ACM Press, 1995. http://dx.doi.org/10.1145/223355.223747.

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Reports on the topic "Decision making":

1

Marr, John J. The Military Decision Making Process: Making Better Decisions Versus Making Decisions Better. Fort Belvoir, VA: Defense Technical Information Center, January 2001. http://dx.doi.org/10.21236/ada392009.

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Klein, Gary A. Analogical Decision Making. Fort Belvoir, VA: Defense Technical Information Center, December 1986. http://dx.doi.org/10.21236/ada178836.

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Albert, Michael. Postcapitalist Decision Making. Mέta | Centre for Postcapitalist Civilisation, 2021. http://dx.doi.org/10.55405/mwp4en.

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mέta Working Papers’ series “Towards (a Better) Postcapitalism: A Handy How-To Guide” publishes solicited policy papers on aspects of how would a non-dystopian postcapitalism look like. The series focuses on three ‘pillars’: Production | Allocation | Decision Making i.e., how could/would postcapitalist production be like (and who would own the means of production), what shape would the allocation of goods take (and which alternatives to the market economy may be explored), and what would be the main tenets of postcapitalist decision making and democracy. In this paper, Michael Albert addresses the third pillar: postcapitalist decision making.
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Sheaves, III, and William B. Decision Making and Decision System Technology. Fort Belvoir, VA: Defense Technical Information Center, April 1993. http://dx.doi.org/10.21236/ada264067.

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Johannesen, Odma, and Hans Lassen. Decision-making management procedures. Nordic Council of Ministers, March 2014. http://dx.doi.org/10.6027/tn2014-532.

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Schultz, Martin T., Keneth N. Mitchell, Brian K. Harper, and Todd S. Bridges. Decision Making Under Uncertainty. Fort Belvoir, VA: Defense Technical Information Center, November 2010. http://dx.doi.org/10.21236/ada534878.

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Moore, George E. Understanding Crisis Decision Making. Fort Belvoir, VA: Defense Technical Information Center, April 1996. http://dx.doi.org/10.21236/ada309428.

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Abbott, Robert G., and James C. Forsythe. Training Adaptive Decision-Making. Office of Scientific and Technical Information (OSTI), October 2014. http://dx.doi.org/10.2172/1160292.

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Spiller, Pablo, and Rafael Gely. Strategic Judicial Decision Making. Cambridge, MA: National Bureau of Economic Research, August 2007. http://dx.doi.org/10.3386/w13321.

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Kállan, Adiel K. Decision Making and Information. Inter-American Development Bank, September 2005. http://dx.doi.org/10.18235/0006695.

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This presentation was commissioned by the Education Network of the Regional Policy Dialogue for the Caribbean Subregional Meeting celebrated on September 15th and 16th, 2005 in Barbados. It focuses on the education decision-making process and and information systems in Suriname.

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