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Journal articles on the topic 'Decision making'

Author: Grafiati

Published: 4 June 2021

Last updated: 5 October 2024

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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.

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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.

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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.

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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.

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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.

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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.

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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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11

Beach, Lee Roy. "Decision making." Narrative Inquiry 19, no. 2 (December 16, 2009): 393–414. http://dx.doi.org/10.1075/ni.19.2.10bea.

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Narrative-Based Decision Theory (NBDT) describes how narrative thinking leads to concrete action. The first premise is that narratives enable the narrator to make sense of the past and present and allow him or her to make plausible forecasts about the future. The second premise is that the narrator can evaluate the desirability of the forecasted future in light of his or her values and preferences. The third premise is that when the forecasted future is undesirable the narrator can create and implement plans of action aimed at ensuring that the future, when it arrives, is more desirable than what was forecasted. Two kinds of decisions bind these three premises into a unified theory: decisions about the desirability of the forecasted future and decisions about a plan’s potential for remedying things when it is decided that the forecasted future is undesirable — in effect, the plan’s desirability. Both kinds of decisions are made using a single mechanism, the discrepancy test. The NBDT viewpoints on the properties of narratives, on the properties of decisions, and on the properties of the decision mechanism are discussed.

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12

Tamura, Leonardo Yuji. "THE MAKING OF DECISION MAKING." Administração: Ensino e Pesquisa 17, no. 1 (April 30, 2016): 177–99. http://dx.doi.org/10.13058/raep.2016.v17n1.416.

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Quantum Electronics was a Brazilian startup in the 1990's that was acquired by an American equity fund in 2012. They are currently the largest manufacturer of vehicle tracking and infotainment systems. The company was founded by three college friends, who are currently executives at the company: Camilo Santos, Pedro Barbosa and Luana Correa. Edward Hutter was sent by the equity fund to take over the company’s finances, but is having trouble making organizational decisions with his colleagues. As a consultant, I was called to help them improve their decision making process and project prioritization. I adapted and deployed our firm's methodology, but, in the end, its adequacy is shown to be very much in question. The author of this case study intends to explore how actual organizational decisions rely on different decision models and their assumptions, .as well as demonstrate that a decision model is neither absolutely good nor bad as its quality is context dependent.

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Lelie, Annique. "Decision-making in nephrology: shared decision making?" Patient Education and Counseling 39, no. 1 (January 2000): 81–89. http://dx.doi.org/10.1016/s0738-3991(99)00093-2.

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14

Hossfeld, Steffen. "The Advantage of Digital Decision Making for Strategic Decisions – Proofed by a Supply Chain Case." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 3, no. 5 (2017): 7–20. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.35.1001.

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This paper will discuss the advantage of decision making supported by a digital system and will provide an overview of an empiric analysis researched on this topic. Decision making in organizations is a significant system implied task of managers and therefore a broad area in scientific research, not only in the disciplines management or business studies – even from technical to humanistic disciplines. Nowadays the trend of digitalization captures all areas of life especially in business, as well as the typical management task of decision making. Triggered by the digitalization trend business will move toward an autonomous decision making of machines or cyber systems. The important step toward autonomous decisions or decision support (cyber systems will prepare a decision, but finally executed by a human) will be the next development step for decision making. Designed algorithmic models for these decisions will use the content of classical decision models to reach maximum utility. Hence, a view on classical decision making will illuminate the basis for these models, from researchers like von Neumann/Morgenstern or Bernoulli. Furthermore, digitalization changes the process of decision making, especially focussing on the behavioral part of decisions, discussed from Simon, Selten or Tversky/Kahneman. Due to reason that today the human aspect of decision making is sustainable in organizations. The hypothesis that the digital set up for decision making in organizations will increase the efficiency of strategic decisions will be proofed by an empiric study. The research method for the empirical part of this paper is a questionnaire. It is online questionnaire which will be answered by professionals and scholars. As a typical example of a strategic decision, the author explains a business case in the supply chain function of organizations. A section of the well-known SCOR model will be tested on digitalization characteristics. The research findings of the questionnaire will illustrate that the digitalization of supply chain processes is in the scope of managers and consultants, to reach higher efficiency by increased turnover or by reducing costs. The result of this paper verifies an improved decision process by usage of digital features, but the capability of the entire digital possibilities is not fully achieved yet

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15

Eberlin, Richard J., and B. Charles Tatum. "Making just decisions: organizational justice, decision making, and leadership." Management Decision 46, no. 2 (March 7, 2008): 310–29. http://dx.doi.org/10.1108/00251740810854177.

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16

Kostbade Hughes, Katherine, and Wendy B. Young. "Decision Making Stability of Clinical Decisions." Nurse Educator 17, no. 3 (May 1992): 12–16. http://dx.doi.org/10.1097/00006223-199205000-00010.

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17

Youngner, Stuart J., Donald J. Murphy, and Joanne Lynn. "Decision making in support: Sentinel decisions." Journal of Clinical Epidemiology 43 (January 1990): S67—S71. http://dx.doi.org/10.1016/0895-4356(90)90223-c.

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18

Shedid, Daniel, and Edward C. Benzel. "DECISION MAKING PROCESS." Neurosurgery 60, suppl_1 (January 1, 2007): S1–166—S1–169. http://dx.doi.org/10.1227/01.neu.0000249279.79686.e3.

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Abstract CLINICAL PROBLEMS ARE often complex. Problems of great complexity are usually associated with a commensurately greater degree of difficulty with respect to the decision making process. This is most certainly true regarding the management of cervical spondylosis. Usually, clinicians make clinically appropriate decisions. However, more often than realized, suboptimal decisions may be made. Therefore, an assessment of the types of errors regarding clinical decision making are worthy of consideration. In this article, a scheme for decision making regarding the management of cervical spondylosis is presented.

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19

D, Latha. "Decision Making in Incomplete Information System with Fuzzy Decision Attributes." International Journal of Science and Research (IJSR) 13, no. 9 (September 5, 2024): 44–47. http://dx.doi.org/10.21275/sr24830101538.

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20

R. Balasubramanian, R. Balasubramanian, Dr M. Parimala Fathima, and Dr S. Mohan Dr S.Mohan. "Thinking and Decision Making – An Overview." Indian Journal of Applied Research 3, no. 8 (October 1, 2011): 185–86. http://dx.doi.org/10.15373/2249555x/aug2013/62.

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21

Tichá, I., and P. Moulis. "Decision-making support for Czech farmers." Agricultural Economics (Zemědělská ekonomika) 50, No. 2 (February 24, 2012): 59–64. http://dx.doi.org/10.17221/5167-agricecon.

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The article provides an overview of software applications designed and available for Czech farmers according to two criteria: business function within which the decisions are facilitated, and type of decision-making support the application is built on. The survey shows that most of the applications have a rather narrow focus facilitating only one business function, often only part of it, and that the applications are mostly data-driven, while the vast expertise in the field of agriculture is somewhat neglected.

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22

Remenova, Katarina, and Nadezda Jankelova. "Decision-making style of agribusiness managers." Agricultural Economics (Zemědělská ekonomika) 65, No. 7 (July 17, 2019): 322–30. http://dx.doi.org/10.17221/289/2018-agricecon.

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How agricultural managers gain, process and use information in decision-making and problem-solving process refers to decision-making styles. A successful decision depends on the flexibility of using decision-making styles in different situations. The research paper monitors the dependence between the decision-making style of agricultural managers and their personal and working parameters. To identify the decision-making styles, the MB-type indicator (Myers-Briggs type indicator) was used. The results of non-parametric testing give proof that there is a statistically significant dependence between the type of decision problem and decision-making style, “Intuitive” and “Sensing”. Parametric test ANOVA was applied to assess potential differences in the score of decision-making style by nominal-level variables. The results gave proof of a strong statistically significant difference in score of decision-making style, “Intuitive” and “Sensing” between groups of current leading position. The difference in scoring for “Thinking” and “Feeling” as decision-making styles was confirmed to be statistically significant even in functional areas of control. Subsequently, the size of this difference was calculated.

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23

Borden, Andrew. "Human Intuition and Decision-making Systems." Information & Security: An International Journal 1, no. 2 (1998): 67–72. http://dx.doi.org/10.11610/isij.0117.

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Ungureanu, George, and Gabriela Ignat. "The Decision Making Process in SMeS." Paripex - Indian Journal Of Research 3, no. 4 (January 15, 2012): 1–4. http://dx.doi.org/10.15373/22501991/apr2014/89.

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Dilshod Qizi, Murotjonova Mubina. "MANAGEMENT DECISION-MAKING AND IMPROVEMENT METHODS." International Journal of Advance Scientific Research 03, no. 05 (May 1, 2023): 47–54. http://dx.doi.org/10.37547/ijasr-03-05-08.

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The nature of solutions in economic management is directly related to management decisions. The highest efficiency of economic activity can be achieved by choosing the right management decisions. Also, the correct adoption and timely execution of production, technical tasks, social, economic and legal decisions is the most important factor in achieving economic efficiency. This article talks about management methods and management decisions, effectiveness of management activities, problematic situations in economic management and their solutions.

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KARPOV, Ihor, and Eugene BUROV. "ONTOLOGIES IN THE DECISION-MAKING PROCESS." Herald of Khmelnytskyi National University. Technical sciences 319, no. 2 (April 27, 2023): 149–53. http://dx.doi.org/10.31891/2307-5732-2023-319-1-149-153.

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Decision making is a key activity for management in any organization. Several decision-making techniques are used to facilitate this process, including multi-criteria decision-making, especially when the decision involves multiple stakeholders and multiple criteria. These methods, which evaluate each alternative according to a set of criteria, are usually subjective in nature. However, even though they are subjective, it is important to ensure that decision makers have as much knowledge as possible about the alternatives. This would include understanding all the consequences of each alternative and all the effects of those consequences. This requires a deep understanding of the area in which the decision is made. Organizational ontology provides such an understanding. An ontology defines a common vocabulary for researchers who need to exchange information in a field. Ontologies are used in several fields, including artificial intelligence. Since the goal of artificial intelligence is to make machines sophisticated enough to integrate information content, knowledge organization is a very important step towards achieving this goal. This move gave rise to knowledge engineering, which relies heavily on ontologies as a means of representing and organizing knowledge. Identifying the consequences for each alternative is an extremely important component of the entire decision-making process. It is imperative that the decision maker considers not only the direct consequences, but also tries to identify the indirect consequences. One way to do this is to identify all the business processes that will be affected by each alternative, and then examine those business processes in detail to determine the full extent (i.e., consequences) of the business process impact. However, to do this effectively, one must analyze the subject area, which in turn requires that knowledge about the subject area be represented in a structure that facilitates this analysis.

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Strough, JoNell, and Wändi Bruine de Bruin. "Decision Making Across Adulthood." Annual Review of Developmental Psychology 2, no. 1 (December 15, 2020): 345–63. http://dx.doi.org/10.1146/annurev-devpsych-051120-010038.

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This review summarizes research and theory on aging and decision making. We trace the conceptual and historical origins of using behavioral decision-making tasks to identify age differences in decision-making competence. We review cross-sectional and longitudinal studies that suggest that some facets of decision-making competence remain relatively stable across adulthood. We describe how older adults’ decision-making competence may be challenged by complex decisions that tax their fluid cognitive abilities, especially when decisions are not seen as personally relevant. We discuss how relying on life experience can offset declines in fluid reasoning skills and how age-related shifts in motivation and improvements in emotion regulation provide an advantage when decisions involve losses and missed opportunities. We discuss how existing knowledge of the strengths and weaknesses of the aging decision maker might be applied to improve decision-making competence and outline next steps for advancing understanding of decision making across adulthood.

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28

Rivera, Lauren A. "Employer Decision Making." Annual Review of Sociology 46, no. 1 (July 30, 2020): 215–32. http://dx.doi.org/10.1146/annurev-soc-121919-054633.

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The decisions employers make are of critical importance to sociological understandings of labor market stratification. While contemporary research documents employment outcomes with ever-growing precision, far less work examines how employers actually make decisions. In this article, I review research on the process of employer decision making, focusing on how employers evaluate, compare, and select workers in personnel decisions. I begin by summarizing the most prevalent theories of employer decision making in sociology, grouping them into competency-based, status-based, and social closure–based approaches. A common thread underlying much of this work is the assumption that employers are utility maximizers who base decisions on systematic, even if flawed, cognitive calculations of worker skill and workforce productivity. I then turn to recent research from sociology and beyond that challenges this notion and highlights the importance of understanding how employers themselves—their emotions, identities, and environments—affect decisions. I conclude by suggesting directions for future research.

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Goodman, Richard S. "Decision Making." Orthopedics 8, no. 10 (October 1985): 1230–31. http://dx.doi.org/10.3928/0147-7447-19851001-05.

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Mangus, Courtney W., and Prashant Mahajan. "Decision Making." Critical Care Clinics 38, no. 1 (January 2022): 37–49. http://dx.doi.org/10.1016/j.ccc.2021.07.002.

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Baldi, Pier Luigi. "Decision Making." Emergency Care Journal 2, no. 3 (June 18, 2006): 18. http://dx.doi.org/10.4081/ecj.2006.3.18.

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Natale, Samuel M., Charles F. O'Donnell, and William R. C. Osborne Jr. "Decision Making." Thought 63, no. 1 (1988): 32–51. http://dx.doi.org/10.5840/thought19886314.

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Lathrop, Stacy. "Decision-Making." Anthropology News 46, no. 2 (February 2005): 7. http://dx.doi.org/10.1525/an.2005.46.2.7.

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Hamerman, David. "Decision-Making." Journal of the American Geriatrics Society 35, no. 1 (January 1987): 77. http://dx.doi.org/10.1111/j.1532-5415.1987.tb01325.x.

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Kutty, Ambalika D., Himanshu Kumar Shee, and R. D. Pathak. "Decision-making." Monash Business Review 3, no. 3 (November 2007): 8–9. http://dx.doi.org/10.2104/mbr07056.

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Schenkman, L. "Decision-Making." Science 331, no. 6020 (February 24, 2011): 1003. http://dx.doi.org/10.1126/science.331.6020.1003.

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Holzer, Marc, and Nicholas A. Giannatasio. "Decision Making." Korean Review of Public Administration 3, no. 1 (January 1998): 137–77. http://dx.doi.org/10.1080/12264431.1998.10804903.

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Dijkman, Bernadette, Bauke Kooistra, Tania Ferguson, and Mohit Bhandari. "Decision Making." Techniques in Orthopaedics 23, no. 4 (December 2008): 288–95. http://dx.doi.org/10.1097/bto.0b013e318196fb53.

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Greenberger, Norton J. "Decision Making." Hospital Practice 26, no. 11 (November 15, 1991): 9. http://dx.doi.org/10.1080/21548331.1991.11704213.

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Nugent, Connie. "Decision-making." Southwest Respiratory and Critical Care Chronicles 7, no. 30 (July 19, 2019): 67–68. http://dx.doi.org/10.12746/swrccc.v7i30.565.

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MCDEVITT GRAHAM, SARAH M. "Decision-Making." Nursing Management (Springhouse) 18, no. 3 (March 1987): 18???19. http://dx.doi.org/10.1097/00006247-198703000-00006.

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McConnell, Edwina A. "Decision Making." AORN Journal 49, no. 5 (May 1989): 1382–85. http://dx.doi.org/10.1016/s0001-2092(07)70116-3.

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Fazio, V. W., and G. J. C. Harris. "Decision-making." Surgical Oncology Clinics of North America 9, no. 4 (October 2000): 839–49. http://dx.doi.org/10.1016/s1055-3207(18)30124-8.

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Schall, Jeffrey D. "Decision making." Current Biology 15, no. 1 (January 2005): R9—R11. http://dx.doi.org/10.1016/j.cub.2004.12.009.

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Menezes, Arnold H. "Decision making." Child's Nervous System 24, no. 10 (March 26, 2008): 1147–53. http://dx.doi.org/10.1007/s00381-008-0604-x.

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Doya, Kenji, and Michael N. Shadlen. "Decision making." Current Opinion in Neurobiology 22, no. 6 (December 2012): 911–13. http://dx.doi.org/10.1016/j.conb.2012.10.003.

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Satchell, Stephen. "Decision making." Journal of Asset Management 14, no. 6 (December 2013): 335. http://dx.doi.org/10.1057/jam.2014.6.

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48

Wakker, P., and Th Bezembinder. "Decision making." Acta Psychologica 75, no. 2 (November 1990): 193–94. http://dx.doi.org/10.1016/0001-6918(90)90109-s.

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Little, S. E. "Decision making." Design Studies 6, no. 1 (January 1985): 63. http://dx.doi.org/10.1016/0142-694x(85)90047-x.

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Flynn, Barbara B., and John P. van Gigch. "Decision Making About Decision Making: Metamodels and Metasystems." Administrative Science Quarterly 33, no. 2 (June 1988): 327. http://dx.doi.org/10.2307/2393069.

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