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Journal articles on the topic 'Decision-making processes'

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Published: 4 June 2021
Last updated: 9 March 2023

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1

Roberto, Michael A. "Strategic Decision-Making Processes." Group & Organization Management 29, no. 6 (December 2004): 625–58. http://dx.doi.org/10.1177/1059601103257961.

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2

Bouchart*, Francois J.-C., David J. Blackwood, and Paul W. Jowitt. "Decision mapping: Understanding decision making processes." Civil Engineering and Environmental Systems 19, no. 3 (September 2002): 187–207. http://dx.doi.org/10.1080/10286600214151.

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3

Payne, John, and Arnold Wood. "Individual Decision Making and Group Decision Processes." Journal of Psychology and Financial Markets 3, no. 2 (June 2002): 94–101. http://dx.doi.org/10.1207/s15327760jpfm0302_04.

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4

Tamir, Emanuel, Ran Etgar, and Daniel Peled. "Decision-Making Processes Using WhatsApp." Research in Educational Administration & Leadership 5, no. 1 (May 7, 2020): 100–137. http://dx.doi.org/10.30828/real/2020.1.4.

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Petrick, James F., Xiang(Robert) Li, and Sun-Young Park. "Cruise Passengers' Decision-Making Processes." Journal of Travel & Tourism Marketing 23, no. 1 (October 31, 2007): 1–14. http://dx.doi.org/10.1300/j073v23n01_01.

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Oly Ndubisi, Nelson, and Cengiz Kahraman. "Teleworking adoption decision‐making processes." Journal of Enterprise Information Management 18, no. 2 (April 2005): 150–68. http://dx.doi.org/10.1108/17410390510579891.

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7

Hicks Patrick, Julie, Jenessa C. Steele, and S. Melinda Spencer. "Decision Making Processes and Outcomes." Journal of Aging Research 2013 (2013): 1–7. http://dx.doi.org/10.1155/2013/367208.

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The primary aim of this study was to examine the contributions of individual characteristics and strategic processing to the prediction of decision quality. Data were provided by 176 adults, ages 18 to 93 years, who completed computerized decision-making vignettes and a battery of demographic and cognitive measures. We examined the relations among age, domain-specific experience, working memory, and three measures of strategic information search to the prediction of solution quality using a 4-step hierarchical linear regression analysis. Working memory and two measures of strategic processing uniquely contributed to the variance explained. Results are discussed in terms of potential advances to both theory and intervention efforts.
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8

Homberg, Judith R. "Serotonin and decision making processes." Neuroscience & Biobehavioral Reviews 36, no. 1 (January 2012): 218–36. http://dx.doi.org/10.1016/j.neubiorev.2011.06.001.

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9

Brunn, Hilmar, Rolf Bretz, Peter Fankhauser, Thomas Spengler, and Otto Rentz. "LCA in decision-making processes." International Journal of Life Cycle Assessment 1, no. 4 (December 1996): 221–25. http://dx.doi.org/10.1007/bf02978699.

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10

GODWIN, DEBORAH D., and JOHN SCANZONI. "Couple Decision Making." Journal of Family Issues 10, no. 3 (September 1989): 291–310. http://dx.doi.org/10.1177/019251389010003001.

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This study addresses the question of potential differences in the processes and outcomes of joint decision making in terms of the particular issue being negotiated by spouses, and the partner's behavior or assessment being examined. The proposition is tested and verified that decision-making processes vary by both spouse and the issue being discussed. Husbands' and wives' assessments of the outcomes of decision making do not differ within couples, but their assessments do vary across issues. A further proposition-that the importance of getting one's own way regarding the particular issue influences decision dynamics and outcomes-receives much less support. Future research should take into account emerging contemporary issues and avoid treating couple decision-making processes and outcomes as unidimensional. Further work on the reasons for observed differences across issues in couple decision making is needed.
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11

ADAMIYA, T. T. "USING REAL OPTIONS IN AN INVESTMENT VALUATION AND DECISION-MAKING PROCESSES." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 1, no. 8 (2020): 43–46. http://dx.doi.org/10.36871/ek.up.p.r.2020.08.01.006.

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The current stage of global development is characterized by opportunities for investment activity, along with an instability of the economic situation and high uncertainty, dictates the need for investors and managers to make effective decisions, taking into account constantly changing conditions. An investor, while making a decision which project to accept, for the most part, uses the standard methods of financial management as a basis for forecasting and analysis. Considering fast-moving processes of technology change, as well as the conditions of market uncertainty, significant risk and agency problems, the article proposes the use of real options as an insurance (hedging) tool for investors against risks at different stages of the investment project. Risk management can be carried out through real options - the tool of flexibility in decision making. Traditional assessment methods ignore the ability to adapt internal and external changes, however management flexibility can significantly reduce risks, and therefore create additional value.
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12

Thjømøe, Hans Mathias, Erik L. Olson, and Peggy Simcic Brønn. "Decision-making Processes Surrounding Sponsorship Activities." Journal of Advertising Research 42, no. 6 (November 2002): 6–15. http://dx.doi.org/10.2501/jar.42.6.6.

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13

Nedergaard, Peter, Maja Friis, and Mads Dagnis Jensen. "Decision-making processes during EU presidencies." Politica 52, no. 2 (May 18, 2020): 205–6. http://dx.doi.org/10.7146/politica.v52i2.130810.

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This article analyses governmental decision-making processes during presidencies of the European Union (EU) from the outset of the planning to the end of the evaluation of the concluded presidency. The Polish, Danish and Cypriot presidencies in the Trio of 2011-2012 are compared by applying a Most Different Systems Design. The three presidencies represent member states that differ in political, administrative and geographical terms. In spite of these differences, considerable similarities can also be traced between the countries in terms of how they handled the presidency, especially how civil servants adapted to the different phases. However, there are also variations concerning the degree of centralization versus decentralization of the whole process, the degree of autonomy of individual civil servants, the degree of political involvement in the presidency process, and the type of evaluation carried out after the EU presidency had taken place. The article is based on interviews with more than 80 civil servants involved in the presidency process from the three countries over a period of nearly four years.
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14

Bruch, Elizabeth, and Fred Feinberg. "Decision-Making Processes in Social Contexts." Annual Review of Sociology 43, no. 1 (July 31, 2017): 207–27. http://dx.doi.org/10.1146/annurev-soc-060116-053622.

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15

König, Felix. "Youth influence in decision making processes." Freedom from Fear 2010, no. 8 (March 12, 2010): 38–41. http://dx.doi.org/10.18356/30213bc0-en.

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16

Bhatia, Sudeep. "Semantic processes in preferential decision making." Journal of Experimental Psychology: Learning, Memory, and Cognition 45, no. 4 (April 2019): 627–40. http://dx.doi.org/10.1037/xlm0000618.

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17

Decrop, Alain. "Group Processes in Vacation Decision-Making." Journal of Travel & Tourism Marketing 18, no. 3 (August 16, 2005): 23–36. http://dx.doi.org/10.1300/j073v18n03_03.

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18

Stiegler, Marjorie Podraza, and Avery Tung. "Cognitive Processes in Anesthesiology Decision Making." Anesthesiology 120, no. 1 (January 1, 2014): 204–17. http://dx.doi.org/10.1097/aln.0000000000000073.

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Abstract The quality and safety of health care are under increasing scrutiny. Recent studies suggest that medical errors, practice variability, and guideline noncompliance are common, and that cognitive error contributes significantly to delayed or incorrect diagnoses. These observations have increased interest in understanding decision-making psychology. Many nonrational (i.e., not purely based in statistics) cognitive factors influence medical decisions and may lead to error. The most well-studied include heuristics, preferences for certainty, overconfidence, affective (emotional) influences, memory distortions, bias, and social forces such as fairness or blame. Although the extent to which such cognitive processes play a role in anesthesia practice is unknown, anesthesia care frequently requires rapid, complex decisions that are most susceptible to decision errors. This review will examine current theories of human decision behavior, identify effects of nonrational cognitive processes on decision making, describe characteristic anesthesia decisions in this context, and suggest strategies to improve decision making.
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19

Schuck-Paim, Cynthia, and Alex Kacelnik. "Choice processes in multialternative decision making." Behavioral Ecology 18, no. 3 (March 3, 2007): 541–50. http://dx.doi.org/10.1093/beheco/arm005.

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20

Seguy, Anne, Daniel Noyes, and Philippe Clermont. "Characterisation of collaborative decision making processes." International Journal of Computer Integrated Manufacturing 23, no. 11 (November 2010): 1046–58. http://dx.doi.org/10.1080/0951192x.2010.506654.

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21

Rogerson, Mark D., Michael C. Gottlieb, Mitchell M. Handelsman, Samuel Knapp, and Jeffrey Younggren. "Nonrational processes in ethical decision making." American Psychologist 66, no. 7 (2011): 614–23. http://dx.doi.org/10.1037/a0025215.

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22

Aspel, Andrew D., W. Grant Willis, and David Faust. "School Psychologists’ Diagnostic Decision-Making Processes." Journal of School Psychology 36, no. 2 (June 1998): 137–49. http://dx.doi.org/10.1016/s0022-4405(98)00002-8.

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23

Katarachia, Androniki, and Anastasios Konstantinidis. "Financial Education and Decision Making Processes." Procedia Economics and Finance 9 (2014): 142–52. http://dx.doi.org/10.1016/s2212-5671(14)00015-x.

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24

Rukhin, Andrew L., and Igor Vajda. "Adaptive decision making for stochastic processes." Journal of Statistical Planning and Inference 45, no. 3 (June 1995): 313–29. http://dx.doi.org/10.1016/0378-3758(93)00087-x.

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25

Nazarko, Linda. "Diagnostic processes and therapeutic decision-making." Nurse Prescribing 13, no. 8 (August 2, 2015): 407–12. http://dx.doi.org/10.12968/npre.2015.13.8.407.

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26

ROCKENSTEIN, ZOA. "Intuitive Processes In Executive Decision Making*." Journal of Creative Behavior 22, no. 2 (June 1988): 77–84. http://dx.doi.org/10.1002/j.2162-6057.1988.tb00669.x.

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27

Ziętek, Agnieszka. "Publiczne zarządzanie partycypacyjne. O narzędziach włączania obywateli w procesy decyzyjne." Studia Politologiczne, no. 2/2022(64) (June 15, 2022): 44–65. http://dx.doi.org/10.33896/spolit.2022.64.3.

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This article aim is to address the question of whether the assumptions of participatory public management can be implemented through the use of available methods and tools of citizen participation, and in relation to specific stages of the decision-making process. It is hypothesized that despite the attractive aspects of strengthening public involvement in decision-making processes, the practical implementation of participatory governance in decision-making processes is limited due to a lack of sufficient resources and tools. Participatory budgets, which are quite popular, and citizen panels, which are just starting, can be considered examples of successful projects to some extent. Decision making can be carried out through both tools, such as entry (situation assessment) and conversion (decision making). On the other hand, there is concern about the possibility that the techniques and tools discussed for civic participation can be used to carry out the third and final phase of the decision-making process, i.e., implementing the decision made.
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28

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.
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29

IWAMURA, Kouji, Hironori AKAI, Nobuhiro SUGIMURA, and Yoshitaka TANIMIZU. "F-0618 A Study on Decision Making Processes for Holonic Manufacturing Systems : Framework of Decision Making Processes." Proceedings of the JSME annual meeting III.01.1 (2001): 337–38. http://dx.doi.org/10.1299/jsmemecjo.iii.01.1.0_337.

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30

Kashi, Kateřina, and Jiří Franek. "Applying Group Decision Making and Multiple Attribute Decision Making Methods in Business Processes." Applied Mechanics and Materials 693 (December 2014): 237–42. http://dx.doi.org/10.4028/www.scientific.net/amm.693.237.

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The aim of this applied research is to focus on real-life application of multiple attribute decision making (MADM) methods and their adaptation in a way which can be acceptable for business practice. The study will apply the group decision making methods on a Balanced Scorecard (BSC) as a type of performance measurement and strategic decision making. The study is mainly concerned with multiple criteria decomposition method of analytic network process (ANP) method, WINGS technique and entropy. This group of methods had been already applied in several business domains. However, majority of the implementation was only presented as an example how it could work in practice, but they were not investigated from the perspective of how much information they could provide to the management. In this paper, proposed methods will be used to determine which criteria are most important for the company within the Balanced Scorecard and results of all methods will be compared. The aim of this study is, by utilizing group MADM approach, to discover the areas of the BSC which must be improved so that a total performance increases.
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31

Rábová, I., V. Konečný, and A. Matiášová. "Decision making with support of artificial intelligence." Agricultural Economics (Zemědělská ekonomika) 51, No. 9 (February 20, 2012): 385–88. http://dx.doi.org/10.17221/5124-agricecon.

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  Development of software modules for decision support is currently a basic trend in the creation of enterprise Information Systems (IS). The IS is basically a support system of the enterprise Decision System, therefore we can regard it as a very important factor of the competition ability and enterprise prosperity. Conventional IS modules provide the enterprise managers a lot of useful information. Nevertheless, own decision process in view of difficulty, complexity or creation disability of decision process model is very often problematic. This contribution is oriented by its content to appropriate choice realization of modules for support decision processes by using of artificial intelligence methods.      
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32

VOJTECH, JURCAK, BUCKA PAVEL, GEREC PETER, and DUBOVSKA LUBOMIRA. "MODELLING AND SIMULATION IN DECISION MAKING PROCESSES." International Conference on Mathematics and Engineering Physics 3, no. 3 (May 1, 2006): 1–14. http://dx.doi.org/10.21608/icmep.2006.29907.

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33

Vitkovskiy, T. "Multistage Decision-Making Processes in Enterprise Management." Journal of Automation and Information Sciences 31, no. 1-3 (1999): 106–17. http://dx.doi.org/10.1615/jautomatinfscien.v31.i1-3.520.

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34

Palmer, Adam. "Artificial Intelligence and Police Decision Making Processes." Journal of Intelligence, Conflict, and Warfare 3, no. 3 (February 28, 2021): 73–75. http://dx.doi.org/10.21810/jicw.v3i3.2575.

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On November 26, 2020, Chief Constable Adam Palmer of the Vancouver Police Department (VPD) presented Artificial Intelligence and Police Decision Making Processes at the 2020 CASIS West Coast Security Conference. The presentation was followed by a group panel for questions & answers. Main discussion topics included the integration of data and information sharing systems between BC policing services at all levels, the integration of geospatial technologies into policing in BC, the benefits of introducing better business analytics into policing, and better policing for situations involving mental health issues.
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35

Ko, Chieh-Heng. "Exploring Hotel Customers’ Green Decision-Making Processes." OALib 08, no. 06 (2021): 1–18. http://dx.doi.org/10.4236/oalib.1107484.

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36

Bruijn, J. A. de, and E. F. ten Heuvelhof. "Scientific expertise in complex decision-making processes." Science and Public Policy 26, no. 3 (June 1, 1999): 179–84. http://dx.doi.org/10.3152/147154399781782428.

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37

Lee, Ju Hyun, and Michael J. Ostwald. "Creative Decision-Making Processes in Parametric Design." Buildings 10, no. 12 (December 15, 2020): 242. http://dx.doi.org/10.3390/buildings10120242.

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Decision-making in design is a cognitive process wherein alternatives are generated and evaluated, potentially enabling a more creative design process. In recent years parametric design’s heightened capacity for automatically generating and evaluating options has been celebrated by researchers and designers, but it has also placed an increased emphasis on decision-making activities which have not previously been studied in this context. This paper conducts the first in-depth protocol analysis of the decision-making process (DMP) in parametric design. Using empirical data, it identifies three parametric DMPs at the conceptual design stage: (i) “conclusive” DMP, (ii) “confirmative” DMP, and (iii) “simulative” DMP. The results of this research indicate that while conclusive DMP generates and evaluates design alternatives, its “forward incrementation” approach has only limited potential for creativity. The confirmative DMP develops three creative operation loops in parametric design, suggesting it may be an important creative process. The simulative DMP simultaneously addresses divergent and convergent thinking, also indicating potential creative operations and outcomes. The identification and analysis of these DMPs contributes to developing new knowledge about the processes used in parametric design and their capacity to support creative results.
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38

Henderson, Sybil S., and Erma Jean Smith-King. "Sectoral decision making: structures, processes and trust." Management Decision 53, no. 7 (August 17, 2015): 1545–59. http://dx.doi.org/10.1108/md-04-2015-0128.

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Purpose – The purpose of this paper is to synthesize multi-sector, cross-sector, and other interorganizational alliance structures and processes with particular focus on their saliency in partnership/alliance decision making. Design/methodology/approach – This is a conceptual paper focusing primarily on management and public administration literature that examines decision making in multi-sector, cross-sector, and other interorganizational alliances. Findings – The paper identified that decision making takes place at every stage of the partnership process, with complexity being dependent on organizational structure and design, i.e. dyad or network. Organization structures and key processes including coordination, cooperation, and trust are critical elements that impact decision making. Trust is foundational for the development and sustainability of collaborative alliances. Many of these same characteristics are also found in strategic alliance structures and processes. Practical implications – This analysis of selected literature on decision making and trust has the capacity to enhance awareness and expectation-setting for those entering a collaborative partnership. Trust is an integral and enduring component at every stage. Originality/value – This study crosses the boundary between sectoral partnerships and other interorganizational alliances in the analysis of decision-making structures and processes.
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39

Nutt, Paul C. "Investigating the Success of Decision Making Processes." Journal of Management Studies 45, no. 2 (March 11, 2008): 425–55. http://dx.doi.org/10.1111/j.1467-6486.2007.00756.x.

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40

TANFORD, SARAH. "Decision-Making Processes in Joined Criminal Trials." Criminal Justice and Behavior 12, no. 3 (September 1985): 367–85. http://dx.doi.org/10.1177/0093854885012003006.

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According to law, a defendant may be tried for more than one offense in a single trial. The present research investigated the effects of such “joinder” on jurors' decision processes. In Study 1, representative juror subjects viewed a realistic videotaped trial containing the same “target offense” either tried by itself or in a joined trial of three offenses that varied as a function of (a) charge similarity, (b) evidence similarity, and (c) judges' instructions designed to reduce judgment biases. Subjects provided individual verdicts, deliberated in groups of six and reached a group verdict, and responded to a questionnaire that assessed processing of trial information. The results indicated that a defendant was more likely to be convicted on a particular charge in a joined trial than on the same charge tried by itself, and judges' instructions were totally ineffective at reducing judgment biases. Joinder led to confusion of evidence and negative inferences about the defendant. Study 2 replicated and extended the findings of Study 1 using nondeliberating undergraduates. The results of both studies suggest that increased convictions in joined trials are mediated through inferences about the defendant's criminality.
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41

Stoeglehner, Gernot, and Michael Narodoslawsky. "Implementing ecological footprinting in decision-making processes." Land Use Policy 25, no. 3 (July 2008): 421–31. http://dx.doi.org/10.1016/j.landusepol.2007.10.002.

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42

Parker, Cheryl B., Ptlene Minick, and Carolyn C. Kee. "Clinical Decision-making Processes in Perioperative Nursing." AORN Journal 70, no. 1 (July 1999): 45–62. http://dx.doi.org/10.1016/s0001-2092(06)61855-3.

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43

Milewski, Radosław, and Tomasz Smal. "Decision making scenarios in military transport processes." Archives of Transport 45, no. 1 (March 30, 2018): 65–81. http://dx.doi.org/10.5604/01.3001.0012.0945.

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The dynamics of change in the contemporary world affect all areas including cross-border material flows. On the one hand, globalization has disseminated thought models and patterns of behavior based on decision patterns, thus bringing logistics to the "templates" of efficient logistics. On the other hand, has imposed and forced the need for continuous changes in the optimization of decision-making processes that are adequate to increasingly complex challenges. The main purpose of this article is to introduce the reader to decision making scenarios taken in military transport processes with particular emphasis to logistics and transport costs. This article is an attempt as well at evaluating decision scenarios in transport processes, determined mainly by the cost criterion. The whole of the considerations relates to the security of transports carried out for the purpose of military operations, that is to say, military security, understood as a safe and reliable implementation of a military operation, which must be preceded by the movement of troops into theater operations. The publication uses the experience of "lessons learned", resulting from the actions of Polish military contingents abroad. The conducted studies and analyzes show that it is possible to model transport taking into consideration the cost of specific cargo mass to areas of peacekeeping operations using services provided by carriers operating on the transport market. This kind of approach will lead in the future to changes in the logistics system without the need to spend a great deal on the purchase or hire of transport resources needed to carry out the transport function at the strategic level. As it was proved, logistics processes that take place in an international system require interpersonal cooperation and consequently appropriate relations and a high level of coordination, which change should be determined by the extent of responsibility.
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44

Greenstein, Gil. "Paradox of Multi Criteria Decision Making Processes." Universal Journal of Management 5, no. 8 (August 2017): 395–403. http://dx.doi.org/10.13189/ujm.2017.050804.

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45

Choi, Soki, and Mats Brommels. "Logics of pre‐merger decision‐making processes." Journal of Health Organization and Management 23, no. 2 (May 22, 2009): 240–54. http://dx.doi.org/10.1108/14777260910960966.

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46

Dunbar, Roger L. M., and Stephen A. Stumpf. "Trainings that Demystify Strategic Decision‐making Processes." Journal of Management Development 8, no. 1 (January 1989): 36–42. http://dx.doi.org/10.1108/eum0000000001333.

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47

Gerard, Sally O., Deborah L. Owens, and Patricia Oliver. "Nurses’ Perception of Shared Decision-Making Processes." JONA: The Journal of Nursing Administration 46, no. 9 (September 2016): 477–83. http://dx.doi.org/10.1097/nna.0000000000000378.

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48

Mcglashan, Derek J., and Evan Williams. "Stakeholder Involvement in Coastal Decision-making Processes." Local Environment 8, no. 1 (February 2003): 85–94. http://dx.doi.org/10.1080/13549830306677.

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McGlashan, Derek J., and Evan Williams. "Stakeholder Involvement in Coastal Decision-making Processes." Local Environment 8, no. 5 (January 1, 2003): 85–94. http://dx.doi.org/10.1080/135498303200041340.

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50

Fischer, Manuel, and Pascal Sciarini. "The Europeanization of Swiss Decision-Making Processes." Swiss Political Science Review 20, no. 2 (May 17, 2014): 239–45. http://dx.doi.org/10.1111/spsr.12102.

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