Relevant bibliographies by topics / Strategic choice

Contents

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

Academic literature on the topic 'Strategic choice'

Author: Grafiati
Published: 4 June 2021
Last updated: 30 May 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Strategic choice.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Strategic choice"

1

Cunningham, Kathleen Gallagher. "Understanding strategic choice." Journal of Peace Research 50, no. 3 (May 2013): 291–304. http://dx.doi.org/10.1177/0022343313475467.

Full text
Abstract:
What determines why some self-determination disputes develop into mass nonviolent campaigns, others turn into civil wars, and still others remain entirely in the realm of conventional politics? A great deal of work has addressed the factors that lead to violent mobilization, but less attention has been paid to understanding why disputes become violent or nonviolent, comparing these two as strategic choices relative to conventional politics. This article examines the determinants of strategy choice in self-determination disputes by analyzing how a variety of factors affect the costs and benefits of conventional political strategies, mass nonviolent campaign, and civil war. I find that civil war is more likely, as compared to conventional politics, when self-determination groups are larger, have kin in adjoining states, are excluded from political power, face economic discrimination, are internally fragmented, demand independence, and operate in states at lower levels of economic development. I find that nonviolent campaign is more likely, as compared to conventional politics, when groups are smaller, are less geographically concentrated, are excluded from political power, face economic discrimination, make independence demands, and operate in non-democracies. Examining the full set of strategies available to self-determination groups allows us to more accurately understand why these groups engage in mass nonviolent campaign and civil war.
APA, Harvard, Vancouver, ISO, and other styles
2

Lahiri, Somdeb. "Sophisticated Strategic Choice." New Mathematics and Natural Computation 14, no. 02 (June 3, 2018): 277–94. http://dx.doi.org/10.1142/s1793005718500175.

Full text
Abstract:
We consider two-stage strategic choice problems in which a decision maker first chooses a strategy and subsequently an alternative from a nonempty subset of feasible alternatives that may depend on the strategy chosen in the first period. The preferences over alternatives that the decision maker starts out with may change after a strategy is chosen and the new preferences may depend on the chosen strategy. We consider sophisticated trajectories and provide conditions under which such trajectories exist. Then we consider problems with a finite number of strategies and alternatives. We define the sophisticated choice function and provide characterizations for its rationalizability.
APA, Harvard, Vancouver, ISO, and other styles
3

Beaupain, Therese. "Review Article: On Founding Choices and Strategic Choice." European Journal of Industrial Relations 4, no. 2 (July 1998): 227–44. http://dx.doi.org/10.1177/095968019842005.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Carnevale, Peter J. D. "Strategic Choice in Mediation." Negotiation Journal 2, no. 1 (January 1986): 41–56. http://dx.doi.org/10.1111/j.1571-9979.1986.tb00337.x.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Bernheim, B. Douglas. "Rational Strategic Choice Revisited." Scandinavian Journal of Economics 100, no. 2 (June 1998): 537–41. http://dx.doi.org/10.1111/1467-9442.00119.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Kravchenko, Nataliya A., and Svetlana A. Kuznetsova. "A tough choice." Emerald Emerging Markets Case Studies 2, no. 7 (September 26, 2012): 1–10. http://dx.doi.org/10.1108/20450621211284624.

Full text
Abstract:
Subject area Strategic decision making, strategic alternatives. Study level/applicability This case is suitable for undergraduate and postgraduate business and management, MBA programs; the case could be used in strategic management, strategic analysis methods, change management courses. Case overview This case illustrates how Storm, a small innovation company located in the city of Novosibirsk, Russia, tackled the problem of future development. The company was set up in 1992 by young scientists to produce equipment for automatic process control systems in power engineering. All the engineering solutions were based on the developments of the company's founders. Currently Storm is the regional leader in creating engineering complexes for power generating companies. However, because of the drastic changes in the business environment and increased market competition, the company faced the challenge of further development. The company's management and owners saw the further development prospects and risks differently. Three strategic alternatives are available and the company is required to choose one of them, substantiating the choice made. Expected learning outcomes After completing the case study assignment, learners should be able to: state the strategic problems of small business development; identify the challenges of the external environment for company development; apply the tools of strategic analysis for evaluation of the company's market position; analyze the company's internal strengths and weaknesses; and elaborate and evaluate strategic alternatives for the company's growth. Supplementary materials Teaching notes are available – consult your librarian for access.
APA, Harvard, Vancouver, ISO, and other styles
7

Atallah, Samer. "Strategic Choice of Market Instrument." Theoretical Economics Letters 07, no. 04 (2017): 1029–42. http://dx.doi.org/10.4236/tel.2017.74070.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Young-Ryeol Park and 김상헌. "Strategic Choice of Hanhwa Group." Review of Business History 25, no. 1 (March 2010): 147–99. http://dx.doi.org/10.22629/kabh.2010.25.1.006.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Manral, Lalit. "Strategic Choice vs. Environmental Adaptation." Academy of Management Proceedings 2016, no. 1 (January 2016): 11896. http://dx.doi.org/10.5465/ambpp.2016.11896abstract.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Frank Harrison, E., and Monique A. Pelletier. "A typology of strategic choice." Technological Forecasting and Social Change 44, no. 3 (November 1993): 245–63. http://dx.doi.org/10.1016/0040-1625(93)90071-e.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Strategic choice"

1

Meginnis, Keila. "Strategic bias in discrete choice experiments." Thesis, University of Manchester, 2018. https://www.research.manchester.ac.uk/portal/en/theses/strategic-bias-in-discrete-choice-experiments(1a1407ed-c026-4d27-b336-3dfc69dba8d9).html.

Full text
Abstract:
This thesis investigates the problem of strategic bias in discrete choice experiments using three approaches: simulations, a laboratory experiment, and a field experiment. Carson et al. (2007) state that choice experiments must be seen as consequential by respondents in order to provide useful information about preferences. To meet this requirement, surveys must exhibit two characteristics. First, the survey must be seen as influencing the provision of the good/service and second, the respondent must care about that provision outcome. However, the notion that the survey must be consequential, may also induce respondents to misrepresent their preferences in order to influence the decision making process. This is known as strategic bias. Using simulations, laboratory experiments and field studies, this thesis will investigate strategic bias in discrete choice experiments. To do so, we must assume that the discrete choice experiment will be used to influence a provisioning decision. Strategic behaviour is conceptualised as changes in choice behaviour that occurs when respondents have information on the relative likelihood of the provision outcomes. This information causes changes in choice strategies. In Chapter 1 we create a simulated environment that replicates when respondents may have incentive to bias their choice strategies. We explore the ramifications of biased choices through simulations. In Chapter 2 we replicate that environment in an induced value laboratory experiment. We present respondents with three possible `provision' outcomes, each of which was defined in terms of levels of arbitrary attributes. Each possible provision outcome was associated with a monetary payout to the respondent, therefore we know a respondents preference ordering over the possible outcomes. The monetary payouts varied such that there was a clear ranking between possible outcomes, such that respondents had a first, second and worst provision outcome. Respondents then completed a discrete choice experiment (DCE) that would decide which provision outcome is paid out. A respondent's payout was determined by which of the competing provision outcomes had the highest choice probability, based on their individual choice behaviour. As this was an unlabelled choice experiment, participants had to use choice strategies based on attributes in order to influence the provision outcome they hoped would get paid out. To introduce strategic bias, respondents were given information on the likelihood of the provision contenders being implemented. This information would affect which provision outcome would be chosen and hence paid out. In this respect, a respondent has incentive to act strategically if they believe (i) their first best outcome will lose in the final provision decision; (ii) their worst outcome is most likely to be paid out; and (iii) their choices can influence the provision to deliver the second best outcome. Strategic respondents are therefore those who chose to target their second best outcome to avoid worst outcome, which respondents are told is the most likely. We find approximately 27% of respondents exhibit strategic behaviour in the laboratory choice experiment. In Chapter 3 we implement the approach in the field. We administered a choice experiment about tidal energy development in Puget Sound, Washington. Local opposition to tidal energy has been strong in the past, with no project ever coming to fruition. As a result, we envision respondents to have strong sentiments towards the location of tidal energy development and potentially have incentives to behave strategically when location is a factor in their decision making process. We presented respondents with three possible site locations for tidal energy development in Puget Sound. Respondents can use the choice experiment as a means to reveal which site location they prefer (if any). As this was an unlabelled experiment, respondents must use choice strategies based on the attributes of tidal development in order to reveal preference for location. In order to identify strategic behaviour, rather than simply differences in preferences, half way through the DCE, we provide respondents with additional information on the likelihood of each of the tidal energy sites being chosen. Respondents whose first best location is revealed as the site least likely to be chosen, may seek to secure their second best location. Strategic bias is when respondents are trying to push preference away from their worst location site, when the set of provision outcomes has gone from three to two possible sites. Despite the complexity of the task, there is evidence of behavioural changes when the final set of possible locations changes. We find that 25% of respondents exhibit signs of strategic behaviour. These respondents are more likely to 1) believe their survey responses will affect future policy; and, 2) prefer the site which was revealed to be the unlikely site location and thus have strong motive to push development away from their worst location, and towards a second best site.
APA, Harvard, Vancouver, ISO, and other styles
2

Imai, Yasuharu. "Financial evaluation of entrepreneurial strategic choice." Thesis, Normandie, 2019. http://www.theses.fr/2019NORMC022/document.

Full text
Abstract:
L’objectif de cette thèse est de développer des modèles quantitatifs utilisant les options réelles pour une évaluation financière des choix stratégiques entrepreneuriaux. Cependant, il ne s’agit pas seulement de développer des aspects techniques (ou manipulations mathématiques). Les modèles proposés dans la thèse visent également à fournir des informations pratiques utiles à la fois aux entrepreneurs et aux investisseurs, afin de faciliter la prise de décision dans les négociations contractuelles pour le financement et l'investissement dans les start-ups et les firmes entrepreneuriales.Cette thèse se compose de deux parties. La première partie définit les concepts utilisés afférents à la question de recherche. L’adoption de la perspective proposée par la finance entrepreneuriale nous permet de centrer notre approche sur la négociation et une relation d'égalité entre les participants dans le processus de prise de décision, alors que la finance d’entreprise traditionnelle s’intéresse à la relation principal-agent. En effet, les méthodes généralement utilisées comme les cash-flows actualisés (DCF) ou le Taux de Rendement Interne (TRI) ne sont pas adéquates pour effectuer une évaluation financière dans un contexte entrepreneurial. Ainsi, la problématique de cette thèse peut être formulée de la manière suivante : Comment les choix stratégiques des start-ups et firmes entrepreneuriales devraient-ils être évalués dans le cadre des négociations contractuelles ?Afin de traiter cette problématique, trois problèmes particuliers seront exposés dans la deuxième partie. Nous proposerons de les étudier à partir de l’approche par les options réelles qui convient parfaitement à l'analyse des choix stratégiques dans un contexte de finance entrepreneuriale.Le premier article analyse l’évaluation d’un contrat de licence dans le secteur biopharmaceutique. En résumé, lors de la conclusion d’un contrat de licence, les dirigeants et les responsables de la négociation doivent prendre en compte de nombreux facteurs tels que la phase de développement, la prévision des coûts d'investissement et la volatilité des marchés. De plus, la prise en compte des interactions comportementales des deux parties lors de la négociation du contrat de licence est essentielle pour la construction d'un modèle de simulation, notamment en ce qui concerne l’interaction dynamique entre le donneur de licence et le preneur de licence.Le deuxième article s’intéresse à la question de la dilution pour les nouveaux actionnaires lors du deuxième tour de financement en présence de détenteurs d’obligations convertibles. Selon les résultats de la simulation, il est possible de vérifier que le taux de « discount » et le « valuation cap » ont un impact important sur le coût de la prise de décision en matière d’investissement en actions. Les résultats montrent également que plus le taux de discount est élevé et moins le valuation cap est important, plus les coûts sont élevés, et la probabilité de succès de la négociation devient donc faible. Par conséquent, l’entrepreneur doit en tenir compte lorsqu’il entre en négociation lors du deuxième tour de financement.Le troisième article aborde le choix d’une stratégie de sortie pour un entrepreneur (acquisition ou introduction en bourse) notamment « The IPO valuation premium puzzle » proposé par Bayar et Chemmanur (2011). Bien qu'il soit normal que l’entrepreneur et les investisseurs en capital-risque envisagent l’introduction en bourse, il est également possible qu'ils choisissent l'acquisition comme stratégie de sortie. En utilisant la théorie des jeux, ce phénomène contradictoire peut être expliqué par l’existence de deux équilibres de Nash. En complément de la gestion des risques afférents au marché, l’entrepreneur doit prêter attention à la relation avec le capital-risqueur lorsqu’il choisit la stratégie de sortie
The objective of this dissertation is to develop the quantitative models that adopt the real options analysis for financially evaluating the entrepreneurial strategic choices. However, it does not only focus on the technical aspects (or its mathematical methodologies). The models proposed in the dissertation aim to provide the practically useful information in order for both entrepreneurs and investors to make decisions in the contractual negotiation of financing and investing in the start-ups and ventures.This dissertation consists of two parts. The first part gives the definitions of the essential concepts that shall be incorporated into the research question. Adopting the perspectives that are provided in entrepreneurial finance leads us to focus on the fair negotiations among participants in the process of decision-making, while the traditional corporate finance emphasises the principal-agent problem. Actually, the common methods, such as Discounted Cash-Flows and Internal Rate of Return, are not always suitable for implementing financial valuations in the context of entrepreneurial finance. Therefore, the research question of this dissertation can be set as follows: How should strategic choices in contract negotiation be financially evaluated?In order to deal with this problem, three particular issues are introduced in the second part. The real options analysis is utilised in all of the three issues, which is quite suitable for analysing them.The first article deals with the issue of licensing contract with bio-pharma venture. In summary, when closing a licensing contract negotiation, those in charge of the negotiation must consider many factors, such as the phases of R&D, the investment costs and the market volatility. In addition to those, the interaction of the participants of the contractual negotiation should be taken into account. For modelling this relationship, the assumption of dynamic interaction between licensor and licensee is introduced.The second article focuses on the dilution problem in the second financing round under the existence of convertible note holders. According to the simulation results, “discount” and “valuation cap” have a great impact on the equity decision-making cost. The results also show that the costs increase when the degree of discount becomes greater and the valuation cap becomes smaller. This may jeopardize the success of negotiation. Entrepreneurs should take these factors into consideration in the second financing round.The third article analyses the exit choice (acquisition or IPO), especially the “IPO valuation premium puzzle” proposed by Bayar et Chemmanur (2011). While entrepreneurs and venture capitalists prefer an IPO, acquisition can be chosen. Utilising the game theory, this contradictory phenomenon can be explained as the two Nash equilibria. In addition to financial market risks, entrepreneurs should pay attention to the relationship with venture capitalists, when they choose the exit strategy
APA, Harvard, Vancouver, ISO, and other styles
3

Rodríguez, Álvarez Carmelo. "Strategic incentives in multivalued social choice processes." Doctoral thesis, Universitat Autònoma de Barcelona, 2002. http://hdl.handle.net/10803/4031.

Full text
Abstract:
Cuando los miembros de una sociedad tienen que tomar una decisión sobre un conjunto de alternativas suelen usar ciertas reglas que tratan de alcanzar un acuerdo entre sus diferentes intereses. Estas reglas se suelen denominar mecanismos de votación, procedimientos de elección social o, simplemente, elecciones. Las reglas de votación definen escenarios en los que los miembros de la sociedad interaccionan y tratan de obtener el mejor resultado de acuerdo con sus preferencias. Esta tesis doctoral está dedicada al estudio de los incentivos estratégicos de los participantes (votantes y candidatos) en procesos de elección social.
Nuestro análisis se centra en modelos generales en los que se admite que el resultado de la elección consista en un conjunto de alternativas. Aunque resulta natural suponer que sólo una alternativa será finalmente elegida, existen múltiples situaciones en las que este supuesto es sumamente restrictivo. Por ejemplo, podríamos considerar la elección como una etapa intermedia en el proceso de decisión. El objeto del proceso electoral sería reducir el número de alternativas entre las que la sociedad tendría que escoger. Con esta interpretación, nos centraríamos en situaciones en los que existe cierto grado de incertidumbre sobre la resolución final de la elección social.
En esta tesis seguimos dos importantes ramas de la literatura de la teoría de la elección social, el estudio de reglas decisión social no manipulables y el análisis de los problemas de candidatura estratégica.
En primer lugar, siguiendo el trabajo seminal de Dutta, Jackson y Le Breton (Econometrica, 2001) estudiamos los incentivos de los candidatos para entrar o abandonar la lucha electoral con la intención de afectar al resultado de la elección. Si los candidatos comparan conjuntos de candidatos de forma consistente con los postulados de la teoría de la utilidad esperada, cualquier regla de decisión unánime y no dictatorial provee a algún candidato con incentivos a abandonar su candidatura. Sin embargo, si los candidatos comparan los resultados de la elección de acuerdo con métodos menos sofisticados, sí que se pueden obtener resultados positivos.
Seguidamente, pasamos a analizar los incentivos estratégicos de los candidatos en un entorno complementario: en el que el resultado de la elección es explícitamente probabilístico. En esta situación podemos caracterizar la familia de reglas de votación que nunca incentivan la salida de ningún candidato. Sorprendentemente, aunque la familia de dictadores aleatorios juega un papel central dentro de la caracterización, podemos probar que reglas de decisión más flexibles también satisfacen los requerimientos de estabilidad en las candidaturas.
Finalmente, nos centramos en la posibilidad de construir reglas de decisión no manipulables cuando los votantes comparan conjuntos de alternativas de acuerdo con actitudes extremas ante el riesgo. En este contexto, analizamos la compatibilidad entre la condición de no manipulabilidad y otras condiciones de regularidad que han sido propuestas en la literatura como por ejemplo, Resolución Residual. Además, también presentamos los requerimientos en las preferencias de los votantes sobre conjuntos de alternativas que reducen la posibilidad de reglas de decisión no manipulables a reglas dictatoriales.
When a society has to make a choice from an array of alternatives, it usually relies on certain rules that try to reconcile the opposite interest of the members of the society. These rules define environments in which the agents interact and try to obtain the best outcome according to their preferences. This work is devoted to the study of the strategic incentives of the participants in the social decision processes.
We analyse general frameworks in which the outcome of the social choice process can be multivalued. Even when it seems natural to assume that the result of an election as a singleton, there are many situation in which our assumption should not be precluded. For instance, we can consider the social decision process as an interim stage that narrows the social agenda. Another possibility is to consider the set of the possible equilibria that could eventually arise in the voting procedure as the outcome of the election.
Our study focuses on two important branches of the literature, the study of strategy-proof social choice correspondences and the analysis of strategic candidacy in multivalued voting procedures.
First, we study the possibility of constructing non-manipulable social choice correspondences when the voters have strict attitudes towards risk. We analyse the trade-off between strategy-proofness and some regularity conditions proposed in the literature like Residual Resoluteness. Moreover, we introduce necessary conditions for strategy-proof and onto social choice correspondences. We also present the requirements in voters' preferences over sets of alternatives that reduce the possibility of strategy-proof correspondences to dictatorial ones.
Second, we study the incentives of candidates to enter or to exit elections in order to affect strategically the outcome of a voting correspondence. We show that, if candidates form their preferences over sets according to Expected Utility Theory and Bayesian Updating, every unanimous and non dictatorial voting correspondence violates candidate stability, at least a candidate has incentives to leave the ballot at one profile of preferences. We also analyse the implications of using other extension criteria to define candidate stability that open the door to positive results.
Finally, we analyse the strategic incentives of the candidates to withdraw the election in probabilistic environments. We characterise the family of unanimous and candidate stable probabilistic voting procedures when the candidates are expected utility maximisers. Surprisingly, we show that there are rules that are not probabilistic combinations of single-valued candidate stable voting procedures (random dictatorships) that do not provide incentives to the candidates to withdraw the election.
APA, Harvard, Vancouver, ISO, and other styles
4

Hawkins, Jeffrey Edward. "A strategic choice model for Asia-Pacific shipping." Thesis, University of Plymouth, 1997. http://hdl.handle.net/10026.1/1890.

Full text
Abstract:
The importance of strategy to an organisation's competitiveness is widely acknowledged in the strategic management literature. However, although strategy research has become substantial in other areas, the same cannot be said with the shipping industry. Very littie is known about how shipowners choose competitive strategies or what strategies they pursue under certain environmental conditions. Of what is available, most focus on Northern Europe and Northem America, with scant regard for the Asia-Pacific, which has become a major shipping power in recent decades. This study was, therefore, conducted to address these gaps in the literature. It analysed the strategic choices made by Asia-Pacific shipowners at the corporate level, compared actual shipowners' behaviour with strategic management theory on strategy selection, and developed a strategy selection model that was applicable to Asia-Pacific shipowners and consistent with strategic management theory. An extensive review of the literature was initially undertaken to develop a generic strategic choice model, which then served as the basis upon which information from Asia-Pacific shipowners was collected. A multi-method approach, called triangulation, was used to guide data collection and analysis. Data was obtained from two sources (shipowners' representatives and shipping experts) and through several methods (mail survey, interviews, simulation, expert and document review), and the extent to which these various sets of data were congruent had to be established. Because of the exploratory nature of the study, data was analysed using a qualitative approach. There was a high degree of congruence in the data collected. Out of the analysis, two primary findings emerged: (1) there was strong support for the strategic choice model, which implied greater inter-industry applicability than originally expected; (2) however, modifications to the model were needed to reflect a general tendency among Asia-Pacific shipowners to use other strategies in combination with or as a substitute to those offered by the model.
APA, Harvard, Vancouver, ISO, and other styles
5

Chung, Yea Sun. "Timing of Strategy Choice: An Exploration of Industry Cycle, Strategy Choice, and Performance." Diss., Virginia Tech, 2011. http://hdl.handle.net/10919/38824.

Full text
Abstract:
This study focuses on cyclical behavior in the restaurant industry, types of strategy choices made by the casual dining industry, and the use of the industry cycle to make a timing decision of strategy choice. The main idea of this study is that the phases of the industry cycle differently support a firm's strategy choice, so the use of the cycle allows firms to find the right time for a particular strategy choice. This is done by developing and understanding of the restaurant industry cycle and determining the phase of the cycle that possesses different opportunities and threats. This is followed by identifying strategy choices adopted by casual dining firms through a content analysis. Next, a casual dining firm's responses to phases of the industry cycle are investigated. Using an individual firm's data regarding performance and the emphasis of strategy choice over the industry cycle, this study undertakes an investigation into whether the effect of a strategy choice adopted by a firm varies according to the phase of the restaurant industry cycle. The results of the study revealed that the movements of the restaurant industry cycle have unique timing, duration, and amplitude, and that casual dining firms adopt thirteen distinct types of strategy choices. Firms change strategy choices to respond to change in the industry cycle phase. Summarizing these findings, the study found that the effects of strategy choices on firm performance differed according to the cyclical change of the industry environment so adjusting strategy choices over the industry cycle is critical to outperform competitors This study aims at providing a relevant framework for using the industry cycle as a tool for well-timed strategy choices in the casual theme restaurant industry. In practice, by utilizing the industry cycle, executives would be better able to assess possible success or failure of a particular strategy at different phase of the industry cycle, and to determine the timing relevance as it relates to new investments or asset allocation. Managing the industry cycle allows firms to have an appropriate strategic portfolio to maximize their outcomes and sustain competitive advantage over long periods of time.
Ph. D.
APA, Harvard, Vancouver, ISO, and other styles
6

Kim, Joung-Eun. "Strategic Choice and Financial Structure in Casual Themed Restaurants." Thesis, Virginia Tech, 2008. http://hdl.handle.net/10919/35526.

Full text
Abstract:
Capital structure is one of the most frequent topics in the finance literature. This literature has its origins in studies of the manufacturing industry. Much of the results of this work have been applied indiscriminately to other industries without thorough validation. Only limited studies have considered financial structure in hospitality industry. The service industry is different than manufacturing industry, and even the hospitality industry is not homogeneous. The restaurant industry and lodging industry are quite different from each other. Of interest to this present study is to seek to understand how the patterns of capital structure are shaped within the context of the multi-unit casual themed restaurant industry. Restaurant industry is well known for a high bankruptcy rate. Many multi-unit restaurants exist in the casual themed restaurants strategic group in the Unites States, and many small independent restaurants are also present. The firmâ s strategic choice and its relationship with financial structure became a topic for my research. Publicly traded casual themed restaurants have been selected in this study. Hypothetically a common capital structure exists among firms within this strategic group. In this study, an investigation can consider the relationship among financial ratios as well as the uniqueness of the financial structure of the casual themed restaurants.
Master of Science
APA, Harvard, Vancouver, ISO, and other styles
7

Gimenez, Fernando A. P. "Patterns of strategic choice of small firm owners and managers." Thesis, University of Manchester, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.633244.

Full text
Abstract:
This study explored how small firms' owner-managers view competition in their business environment and how this view may be associated with specific strategic choices. Its main research question dealt with why different small firms' owner-managers choose different competitive strategies in a given industry setting. One of its main contentions was that in examining this phenomenon it was necessary first to explore the mental categorisations which guide the entrepreneurs' understanding of their competitive environments. The study was also concerned with integrating an array of concepts (strategy formation. individual cognitive stylistic preferences, and perceived environmental dynamism) into a single model of strategic choice in the context of small firms. An exploration of Miles and Snow's (1978) taxonomy of strategic types in conjunction with Kirton's (1976) Adaption-Innovation theory offered possibilities for identifying linkages between strategic choices and cognitive processes. Furthermore, by (exploring different environmental contexts the study focused on external influences on strategic choice formation.) Three models that could permit empirical testing of relationships among cognitive style, environmental turbulence, and strategic choice have been described. Model 1 assumed that strategic choice was influenced significantly by both environmental turbulence and cognitive style. Model 2 inferred that perceived variations in strategic choice could be explained through cognitive styles, but not environmental turbulence. Finally, model 3 rejected the cognitive biases introduced by stylistic differences, and retained the rationality assumption of strategic choice. Three empirical studies were developed. Studies 1 and 2 involved samples of small firm entrepreneurs and were developed with two main objectives: (1) to describe the cognitive structure related to competition adopted by small firm owner-managers; and (2) to identify patterns of strategic choices in different business sectors with differing levels of environmental turbulence. The third study with two larger business-oriented samples (N1 = 66; N2 = 57) explored the relationships among strategy formation, environmental turbulence and cognitive styles under quasi-experimental conditions. The studies gave strong evidence in favour of Model 3 in which individual cognitive styles measured by KAI inventory played no significant part in the strategic choice process.
APA, Harvard, Vancouver, ISO, and other styles
8

Williams, Eric D. "Transformational Strategic Choice: The Generational Succession Effect on Small Businesses." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1332.

Full text
Abstract:
Changing workforce demographics, combined with a gap in knowledge and skills between older and younger generations, threatens small business viability. The presence of four generations in the workforce, where 1 in 5 employees are 55 years and older, presents an unprecedented challenge for small business leaders planning for succession with a multigenerational workforce. The purpose of this case study was to explore the effect of Baby Boomers' presence on small business leaders' ability to retain and transfer knowledge to successive generations. Using snowball and purposeful sampling techniques, 36 small business leaders in the Washington, DC, metropolitan area participated. The conceptual framework included the theories of groupthink, narrative paradigm, collaboration, stakeholder, and the swift theory of trust. Data collection occurred using e-mail to solicit study participants to provide their experiences concerning generational succession via a Web-based, electronic questionnaire. Data analysis entailed using a modified van Kaam method to identify 2 main themes for small business leaders to consider: (a) generational differences reflect small business leaders' challenges and (b) multigenerational succession affects the bottom line. Member checking, transcription review of questionnaire responses, and triangulation of data with existing theories strengthened the validity of study findings and themes. Study recommendations offered strategies for managing knowledge supportive of planned generational succession. This study's findings may contribute to social change by offering small business leaders strategies to facilitate a collaborative, knowledge management culture that may mitigate the effects of changing workforce demographics on small business viability.
APA, Harvard, Vancouver, ISO, and other styles
9

0, 'Brien Mark. "Labour Internationalism and Revitalization: internationalist practice and strategic union choice." Thesis, University of Liverpool, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.485847.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Bartoš, Jan. "Strategická analýza v podniku Autoseating, s.r.o." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-76987.

Full text
Abstract:
The Diploma thesis is focused on internal and external analysis of the company Autoseating. In the first, teoretical, part of the thesis are explained the basic therms as a strategy,a mission and a vision follower by the external Pest and Porter 5 forces analyses. Author continued with an internal analysis represented by resource analysis and financial analysis. At the end of teoretical part were explained swot analysis together with choice of generic strategies made by porter. Practical part fullfiled all the analyses mentioned. Pest analysis was made as a first one, with no breaking news. But porter analysis of 5 forces disclosed endangering by suppliers in a case of import-branch in Autoseating, an endangering by customers in the case of car-parts production, an finally big endangering by e-shops for shop "Prodejna Honzik". The majority contribution brought an internal analysis, particulary the financial one. There were suggested better usage of capital and to take measures to improve stock-turn. Final swot analysis confirmed facts found in Porters model of 5 forces (competition analysis). The company Autoseating deals with the high quality products, so the author decided to recommend diferenciation strategy and added some measures to improve contemporary system.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Strategic choice"

1

Peleg, Bezalel, and Hans Peters. Strategic Social Choice. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-13875-1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Austen-Smith, David, and John Duggan, eds. Social Choice and Strategic Decisions. Berlin, Heidelberg: Springer Berlin Heidelberg, 2005. http://dx.doi.org/10.1007/b138884.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

1936-, Morgan Cyril P., and Bracker Jeffrey S, eds. Strategic management: A choice approach. Chicago: Dryden Press, 1990.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Allen, Hickling, ed. Planning under pressure: The strategic choice approach. Oxford [Oxfordshire]: Pergamon Press, 1987.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Allen, Hickling, ed. Planning under pressure: The strategic choice approach. 2nd ed. Oxford [Oxfordshire]: Butterworth-Heinemann, 1997.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Strategic social choice: Stable representations of constitutions. Heidelberg: Springer, 2010.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Child, John. Strategic choice: The perspective and it's contemporary relevence. Cambridge: Judge Institute of Management Studies, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Strategic investment planning with technology choice in manufacturing systems. New York: Garland Pub., 1994.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

M, Viceira Luis, ed. Strategic asset allocation: Portfolio choice for long-term investors. New York: Oxford University Press, 2002.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Crosbie, Liz. Strategy for sustainable business: Environmental opportunity and strategic choice. New York: McGraw-Hill, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Strategic choice"

1

Gass, Saul I., and Carl M. Harris. "Strategic choice." In Encyclopedia of Operations Research and Management Science, 789–90. New York, NY: Springer US, 2001. http://dx.doi.org/10.1007/1-4020-0611-x_1007.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

de Jonge, Jan. "Strategic Choice." In Rethinking Rational Choice Theory, 71–89. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230355545_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Ansoff, H. Igor. "Model of Strategic Choice." In Strategic Management, 159–82. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230590601_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Devinney, Timothy, and Nidthida Lin. "Choice Modelling." In The Palgrave Encyclopedia of Strategic Management, 1–4. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_573-1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Devinney, Timothy, and Nidthida Lin. "Choice Modelling." In The Palgrave Encyclopedia of Strategic Management, 241–44. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_573.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Bennett, Peter G., and Robin R. Bussel. "Conflict and Strategic Choice." In The Management of Uncertainty: Approaches, Methods and Applications, 275–82. Dordrecht: Springer Netherlands, 1986. http://dx.doi.org/10.1007/978-94-009-4458-9_14.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Feldman, Allan M. "Strategic Behavior." In Welfare Economics and Social Choice Theory, 196–215. Boston, MA: Springer US, 1989. http://dx.doi.org/10.1007/978-1-4615-8141-3_12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Smith, Charles E., and Christopher Zorn. "Strategic Choice in Hilbert Space." In The Palgrave Handbook of Quantum Models in Social Science, 121–39. London: Palgrave Macmillan UK, 2017. http://dx.doi.org/10.1057/978-1-137-49276-0_7.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Kihlgren Grandi, Lorenzo. "City Diplomacy: A Strategic Choice." In City Diplomacy, 1–35. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-60717-3_1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Brown, Brendan, and Philippe Simonnot. "The Strategic Choice for Germany." In Europe's Century of Crises Under Dollar Hegemony, 65–67. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-46653-4_8.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Strategic choice"

1

Forsell, Marko. "Strategy Tetrad for Evaluating Strategic Choice." In The 7th International Scientific Conference "Business and Management 2012". Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2012. http://dx.doi.org/10.3846/bm.2012.108.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Zhang, Guozuo, and Jianhua Gai. "Strategic choice for being e-business." In the 7th international conference. New York, New York, USA: ACM Press, 2005. http://dx.doi.org/10.1145/1089551.1089587.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Zhao, Cunli, Xuewu Gao, Lili Liu, and Xuewen Gao. "Green financial management: enterprise strategic choice." In 2013 International Conference of Information Science and Management Engineering. Southampton, UK: WIT Press, 2013. http://dx.doi.org/10.2495/isme133143.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Bangay, Shaun, and Owen F. Makin. "Meaningful Choice in Strategic Unit Selection." In CHI PLAY '18: The annual symposium on Computer-Human Interaction in Play. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3242671.3242690.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Jae Hong Kim. "Amenity value differences in residential location choice among income groups." In 2007 International Forum on Strategic Technology. IEEE, 2007. http://dx.doi.org/10.1109/ifost.2007.4798580.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Timofeev, Vladimir S., and Anastasiia A. Sanina. "Binary choice modelling based on the stable distribution." In 2016 11th International Forum on Strategic Technology (IFOST). IEEE, 2016. http://dx.doi.org/10.1109/ifost.2016.7884166.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Krivova, L. V., and A. V. Shmoilov. "The probabilistic approach to choice and substantiation of power station equipment." In 2007 International Forum on Strategic Technology. IEEE, 2007. http://dx.doi.org/10.1109/ifost.2007.4798617.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Holland and Lockett. "Strategic choice and inter-organisational information systems." In Proceedings of the Twenty-Seventh Annual Hawaii International Conference on System Sciences. IEEE Comput. Soc. Press, 1994. http://dx.doi.org/10.1109/hicss.1994.323474.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Hu, Chengbo. "On the type of enterprise technological innovation Strategy and strategic choice." In 2011 2nd International Conference on Artificial Intelligence, Management Science and Electronic Commerce (AIMSEC). IEEE, 2011. http://dx.doi.org/10.1109/aimsec.2011.6011026.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Mohite, Shailendra Damodar. "LNG Imports - A Strategic Choice for Gcc Region." In SPE Energy Resources Conference. Society of Petroleum Engineers, 2014. http://dx.doi.org/10.2118/169980-ms.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Strategic choice"

1

Irvin, Victor D. Political Assassination, the Strategic Precision Weapon of Choice. Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada401904.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Zhou, Dongsheng, Barbara Spencer, and Ilan Vertinsky. Strategic Trade Policy with Endogenous Choice of Quality and Asymmetric Costs. Cambridge, MA: National Bureau of Economic Research, February 2000. http://dx.doi.org/10.3386/w7536.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Bushnell, James, Stephen Holland, Jonathan Hughes, and Christopher Knittel. Strategic Policy Choice in State-Level Regulation: The EPA's Clean Power Plan. Cambridge, MA: National Bureau of Economic Research, June 2015. http://dx.doi.org/10.3386/w21259.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Agarwal, Nikhil, and Paulo Somaini. Demand Analysis using Strategic Reports: An application to a school choice mechanism. Cambridge, MA: National Bureau of Economic Research, December 2014. http://dx.doi.org/10.3386/w20775.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Cullen, Julie Berry, Mark Long, and Randall Reback. Jockeying for Position: Strategic High School Choice Under Texas' Top Ten Percent Plan. Cambridge, MA: National Bureau of Economic Research, January 2011. http://dx.doi.org/10.3386/w16663.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Chan, Leong. Developing a Strategic Policy Choice Framework for Technological Innovation: Case of Chinese Pharmaceuticals. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1041.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Oakley, Robert B., and Franz-Stefan Gady. Strategic Forum. Number 247, October 2009. Radicalization by Choice: ISI and the Pakistani Army. Fort Belvoir, VA: Defense Technical Information Center, October 2009. http://dx.doi.org/10.21236/ada514337.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Merkulova, Yuliya. Система цифровых моделей - новая технология для баланса данных. Yuliya Merkulova, April 2021. http://dx.doi.org/10.12731/er0430.26042021.

Full text
Abstract:
Use of the digital technologies is new and very productive approach for balance of different data. It is very important for balance of supply and demand and for increase of competitiveness of products. Various types of digital models were developed as a result of scientific research, they found reflection in article. Digital models for the description of the list of the sequences of steps and operations of various stages and process in general allow to install system of interrelations between operations and steps and to reach necessary log-ic, increase of effectiveness of any process. Object-relational models for establishment of communications between data of various blocks of databases and functional models of the choice of strategy of data balance form analytical base for justification of the choice of the direction of transformation of data. Models of a combination of a plurality of various data of the offer of products in the form of matrixes of multi-purpose optimization have double effect, because they allow not only to develop various options of data combina-tion, taking into account opportunities of change of location of products over the markets and temporary phases, but also to estimate aggregate useful effect from products. These models together with models of comparison of various options and the choice of optimal solutions allow to generate compatible strategic and current programs of the offer of products as a plurality of the output data balanced with each other and with data of demand. It is providing the best synergetic result. The developed methodology of creation of system of the interconnected digital models for transformation of data and generation of the output data of the situational-strategic program of the offer of products is a cornerstone of formation of new digital econ-omy – of economy of balanced data.
APA, Harvard, Vancouver, ISO, and other styles
9

Bansal, Ravi, Magnus Dahlquist, and Campbell Harvey. Dynamic Trading Strategies and Portfolio Choice. Cambridge, MA: National Bureau of Economic Research, October 2004. http://dx.doi.org/10.3386/w10820.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

MacDonald, Stuart, Connor Rees, and Joost S. Remove, Impede, Disrupt, Redirect: Understanding & Combating Pro-Islamic State Use of File-Sharing Platforms. RESOLVE Network, April 2022. http://dx.doi.org/10.37805/ogrr2022.1.

Full text
Abstract:
In the face of content takedown and account suspensions on the biggest social media platforms, terrorist groups and their supporters have resorted to the use of file-sharing sites to ensure stable access to their propaganda. Amongst those to have employed this strategy are supporters of the so-called Islamic State (IS). Yet, while studies have repeatedly highlighted the key role that file-sharing platforms play in the dissemination of IS propaganda, there has been little investigation of the strategic considerations that may influence the choice of file-sharing sites from the many available. To address this, this report uses data gathered from 13 public IS Telegram channels over a 45-day period in July - September 2021 to assess three possible strategic considerations: the features offered by different file-sharing sites (such as data storage capacity, maximum upload size, and password file protection); a platform’s enforcement activity; and the ability to generate large banks of URLs quickly and conveniently. Based on these findings, the report proposes a four-pronged strategy to combat the exploitation of file-sharing sites by supporters of IS and other terrorist groups: remove terrorist content at the point of upload; impede the automated generation and dissemination of banks of URLs; disrupt the posting of these URLs on other platforms; and redirect users to other content and support services.
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Strategic choice' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography