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Journal articles on the topic 'Strategic choice'

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Published: 4 June 2021

Last updated: 30 May 2022

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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11

Smith, Rogers M. "Ideas, Institutions, and Strategic Choice." Polity 28, no. 1 (September 1995): 135–40. http://dx.doi.org/10.2307/3235195.

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12

Pant, P. Narayan, and Ran Lachman. "Value Incongruity and Strategic Choice." Journal of Management Studies 35, no. 2 (March 1998): 195–212. http://dx.doi.org/10.1111/1467-6486.00090.

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13

Wang, Min, Yulan Han, and Yiyi Su. "Social contagion or strategic choice?" Chinese Management Studies 11, no. 3 (August 7, 2017): 463–78. http://dx.doi.org/10.1108/cms-05-2017-0122.

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Purpose This paper aims to explore how Chinese negotiators’ positive and negative emotions affect value claiming during dyadic negotiations and examine the influence of these aroused emotions on the recipient as well as the antecedents and consequents of such reactions. Design/methodology/approach Using a simulated face-to-face negotiation between buyers and sellers, the authors conducted an experiment based on the manipulation of the sellers’ emotions. About 280 undergraduates participated in a simulated negotiation. SPSS20.0 statistical analysis software was used to test the hypothesis. Findings The results indicated that the sellers who demonstrates negative emotions claimed more value than happy sellers (direct effect), and the perceived power disadvantage mediated this effect. Moreover, buyers in the happy dyads displayed a higher evaluation of their guanxi (relationship). This experiment also indicated that the sellers’ emotions (happiness or anger) evoked a reciprocal emotion in the buyers, supporting the social contagion perspective. More importantly, as emotion recipients, the buyers’ reactions exerted further influence on the outcomes (ripple effect); specifically, in the happy dyads, the buyers’ positive emotional reactions were negatively related to their individual gains. Finally, the buyers with low agreeableness were more likely to display negative emotional reactions. Research limitations/implications Negotiators should have an understanding of how emotions may shape conflict development and resolution via direct and ripple effects. In general, during Chinese negotiations, expressing anger is an effective negotiation tactic that incurs the expense of damaged relationships with counterparts. Originality/value The findings validated the impact of emotions in the Chinese negotiation context. Further, the paper extended the research by demonstrating the influence of emotions on the recipients’ reactions. Both the direct and ripple effect provided evidence for adopting the strategic choice perspective during negotiations.

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14

Stewart, Neil, Simon Gächter, Takao Noguchi, and Timothy L. Mullett. "Eye Movements in Strategic Choice." Journal of Behavioral Decision Making 29, no. 2-3 (October 29, 2015): 137–56. http://dx.doi.org/10.1002/bdm.1901.

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15

Branca, Ana S., and Margarida Catalão-Lopes. "Strategic interaction and quality choice." Total Quality Management & Business Excellence 22, no. 3 (March 2011): 265–73. http://dx.doi.org/10.1080/14783363.2010.530809.

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16

Rasmussen, Mikkel Vedby. "The Architecture of Strategic Choice." RUSI Journal 160, no. 6 (November 2, 2015): 28–33. http://dx.doi.org/10.1080/03071847.2015.1127553.

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17

Keating, Mark E., Dean G. Pruitt, Rachael A. Eberle, and Joseph M. Mikolic. "STRATEGIC CHOICE IN EVERYDAY DISPUTES." International Journal of Conflict Management 5, no. 2 (February 1994): 143–57. http://dx.doi.org/10.1108/eb022740.

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18

Dror, Yehezkel. "Upgrading EC strategic choice capacities." Futures 23, no. 7 (September 1991): 760–70. http://dx.doi.org/10.1016/0016-3287(91)90058-a.

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19

Tokman, Mert, R. Glenn Richey, and George D. Deitz. "A Strategic Choice Theory Taxonomy of Retailers’ Strategic Orientations." Journal of Marketing Theory and Practice 24, no. 2 (March 23, 2016): 186–208. http://dx.doi.org/10.1080/10696679.2016.1130553.

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20

Sigelman, Lee, and Paul J. Wahlbeck. "The “Veepstakes”: Strategic Choice in Presidential Running Mate Selection." American Political Science Review 91, no. 4 (December 1997): 855–64. http://dx.doi.org/10.2307/2952169.

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We examine the presidential nominees' choice of running mate in each election since 1940, when Franklin Roosevelt established a precedent by naming his own. To analyze the 22 choices made from the pool of 127 serious possibilities, we employ a discrete choice model. We find that the presidential nominee's choice is explained primarily by the size of the prospective vice president's state, by whether the running mate finalist was a rival for the nomination, and by the balance in age for the ticket.

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21

Bhatt, Swati. "Strategic Product Choice in Differentiated Markets." Journal of Industrial Economics 36, no. 2 (December 1987): 207. http://dx.doi.org/10.2307/2098413.

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22

Sklivas, Steven D. "The Strategic Choice of Managerial Incentives." RAND Journal of Economics 18, no. 3 (1987): 452. http://dx.doi.org/10.2307/2555609.

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23

Patterson, Evelyn R. "Strategic Sample Size Choice in Auditing." Journal of Accounting Research 31, no. 2 (1993): 272. http://dx.doi.org/10.2307/2491274.

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24

Koppl, Roger. "Strategic choice in linear sequential unmasking." Science & Justice 59, no. 2 (March 2019): 166–71. http://dx.doi.org/10.1016/j.scijus.2018.10.010.

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25

Tseng, Mei-Chiun. "Strategic choice of flexible manufacturing technologies." International Journal of Production Economics 91, no. 3 (October 2004): 223–27. http://dx.doi.org/10.1016/j.ijpe.2003.08.010.

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26

Cardon, James H. "Strategic quality choice and charter schools." Journal of Public Economics 87, no. 3-4 (March 2003): 729–37. http://dx.doi.org/10.1016/s0047-2727(01)00111-6.

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27

Witter, Mark S., and Innes C. Cuthill. "Strategic perch choice for bill-wiping." Animal Behaviour 43, no. 6 (June 1992): 1056–58. http://dx.doi.org/10.1016/s0003-3472(06)80021-7.

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28

Asahina, Kenta. "Neuromodulation and Strategic Action Choice inDrosophilaAggression." Annual Review of Neuroscience 40, no. 1 (July 25, 2017): 51–75. http://dx.doi.org/10.1146/annurev-neuro-072116-031240.

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29

JUNG, WOON-OH. "Strategic choice of inventory accounting methods." Contemporary Accounting Research 6, no. 1 (September 1989): 1–25. http://dx.doi.org/10.1111/j.1911-3846.1989.tb00742.x.

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30

SWINNEY, JANE, and RODNEY RUNYAN. "NATIVE AMERICAN ENTREPRENEURS AND STRATEGIC CHOICE." Journal of Developmental Entrepreneurship 12, no. 03 (September 2007): 257–73. http://dx.doi.org/10.1142/s1084946707000678.

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In a study of 149 entrepreneurs operating businesses in heavily Native American indigenous communities, no significant differences were found in three constructs of entrepreneurial business orientation and two constructs of small business orientation between Native American entrepreneurs and majority entrepreneurs. Community development officials can use the findings to lay the foundation for cultivating entrepreneurship among all community residents as no significant differences between indigenous and majority small business owners in their strategic choices of entrepreneurial and small business orientations was found. This information allows development officials to approach all potential entrepreneurs with a common method.

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31

Vertommen, Bram. "The strategic value of pronominal choice." Pragmatics. Quarterly Publication of the International Pragmatics Association (IPrA) 23, no. 2 (June 1, 2013): 361–83. http://dx.doi.org/10.1075/prag.23.2.07ver.

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This study explores the use of the first person plural pronoun “we/wij” by government and opposition party members in panel debates from the Flemish talk show De Zevende Dag. Both groups of politicians enter this arena with divergent communicative goals, which has clear implications (i) for the type of propositions in which subclasses of “we/wij”-pronouns are generally involved and (ii) for the politicians’ assessment of the status of these propositions. Patterns with regard to these three implications are analyzed by means of a systemic functional approach supported with quantitative data. It is claimed that government and opposition party discussants either employ distinct patterns in accordance with their different aims, or that they use similar ones, albeit with divergent discourse functions. The former scenario turns out to be true in the case of exclusive uses of “we/wij” and the latter in the case of inclusive meanings. In that way, the paper sheds light on subtle differences in how government and opposition party discussants argue and deal with the invisible presence of an overhearing broadcast audience.

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32

Pullum, Amanda. "Spontaneity, Coalition Structure, and Strategic Choice." Sociological Perspectives 63, no. 5 (March 4, 2020): 851–69. http://dx.doi.org/10.1177/0731121420908891.

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Following the Great Recession, austerity programs and restrictions on the public sector were introduced worldwide. In this article, I ask how and why labor coalitions in two states used differing organizational structures to respond to “shock politics” that severely restricted public-sector unions in 2011. I find the availability or lack of a citizen-initiated veto referendum shaped but did not completely explain differences in strategic choices between unions in Wisconsin and Ohio. Rather, tensions among allies and lack of time for strategic planning also contributed to a nonhierarchical coalition in Wisconsin, while Ohio unions had ample time to create a bureaucratic coalition and plan a successful veto referendum campaign. I argue that given sufficient time to respond to political threats, hierarchical organizations can promote efficient, effective deployment of some political tactics.

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33

Teng, Bing‐Sheng, and T. K. Das. "Governance structure choice in strategic alliances." Management Decision 46, no. 5 (May 23, 2008): 725–42. http://dx.doi.org/10.1108/00251740810873482.

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PurposeStrategic alliances have a variety of governance structures that can be broadly classified as joint ventures, minority equity alliances, and contractual alliances. This paper seeks to empirically examine the roles of four key determinants of governance structure choice, namely, joint R&D and joint marketing objectives, alliance management experience, and international partners.Design/methodology/approachSeveral hypotheses are developed regarding governance structure choice and are tested with data from 765 alliances. A multinomial logistic regression (logit) model is used for statistical analysis, with five control variables.FindingsAll hypotheses are supported, so that the roles of alliance objectives, alliance management experience, and international partners are demonstrated as being significant as determinants of governance structure choice in alliances.Research limitations/implicationsLimitations stem from the data being from a single source, one that also relies on press announcements that may be biased toward larger alliances.Practical implicationsBriefly, alliance managers should find it useful to assess the relative presence of the four determinants of structural choice studied in this investigation in order to make an informed selection of the appropriate governance structure.Originality/valueThe study contributes to the knowledge of the key determinants of governance structure choice in strategic alliances by examining empirically, with a large sample of alliances from various industries, the significant roles of four factors, namely, joint R&D and joint marketing objectives, alliance management experience, and international partners.

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34

Volovik, D., M. Mobilia, and S. Redner. "Dynamics of strategic three-choice voting." EPL (Europhysics Letters) 85, no. 4 (February 2009): 48003. http://dx.doi.org/10.1209/0295-5075/85/48003.

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35

Marshall, J. Neill, Richard Willis, and Ranald Richardson. "Demutualisation, Strategic Choice, and Social Responsibility." Environment and Planning C: Government and Policy 21, no. 5 (October 2003): 735–60. http://dx.doi.org/10.1068/c30m.

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36

Arfan Mahmood et.al.,, Arfan Mahmood et al ,. "China’s Strategic Choice: Opportunities and Challenges." International Journal of Political Science, Law and International Relations 7, no. 4 (2017): 67–76. http://dx.doi.org/10.24247/ijpsliraug20175.

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37

Singh, Sampat P. "Managing Working Capital by Strategic Choice." Vikalpa: The Journal for Decision Makers 13, no. 1 (January 1988): 17–24. http://dx.doi.org/10.1177/0256090919880103.

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Managing working capital effectively requires an understanding of the processes underlying the cash cycle. Managers project and evaluate working capital needs using three different approaches — industry norms, economic model, and strategic choice. Professor Sampat Singh illustrates the processes underlying working capital flow and discusses the problems in each of the three approaches to managing working capital. Some companies have shifted to using the strategic choice approach to gain competitive advantage.

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38

Matakos, Konstantinos, and Dimitrios Xefteris. "Strategic electoral rule choice under uncertainty." Public Choice 162, no. 3-4 (January 7, 2015): 329–50. http://dx.doi.org/10.1007/s11127-014-0228-5.

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39

Granero, Lluís M. "Strategic product variety and quality choice." Economics Letters 182 (September 2019): 10–14. http://dx.doi.org/10.1016/j.econlet.2019.05.033.

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40

VANHARANTA, MARKUS, and VISHAL TALWAR. "TOWARDS A THEORY OF STRATEGIC ABSENTING: ABSENTING AS A STRATEGIC CHOICE." Academy of Management Proceedings 2010, no. 1 (August 2010): 1–5. http://dx.doi.org/10.5465/ambpp.2010.54500928.

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41

Ellison, Scott, and Ariel M. Aloe. "Strategic Thinkers and Positioned Choices: Parental Decision Making in Urban School Choice." Educational Policy 33, no. 7 (February 14, 2018): 1135–70. http://dx.doi.org/10.1177/0895904818755470.

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The economic logic of urban school reform holds that giving parents school choice options in an educational marketplace will lead to systemic improvements that will both resolve historical inequalities in American public schooling and will politically empower parents and urban communities. This article explores the economic logic of urban school reform policies that conceptualize parents as rational consumers of educational services and that seek normative justification for school choice as a mechanism to resolve educational inequalities and as a form of political empowerment. We do so through a qualitative research synthesis of five studies investigating the lived experiences of predominantly working-class parents of color as they navigate urban school choice. The findings from this synthesis suggest that the economic logic at work in the new politics of education obfuscates the complexity of the lived experiences of parents in urban communities. Parents hold nuanced views of urban school choice that reflect their positionality, report a limited or circumscribed form of empowerment, and express a preference for equitable learning opportunities in their locally zoned public schools.

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42

문준호. "Chief executive officer and restaurant strategic choice." FoodService Industry Journal 13, no. 2 (June 2017): 133–44. http://dx.doi.org/10.22509/kfsa.2017.13.2.009.

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43

Hrebiniak, Lawrence G., and William F. Joyce. "Organizational Adaptation: Strategic Choice and Environmental Determinism." Administrative Science Quarterly 30, no. 3 (September 1985): 336. http://dx.doi.org/10.2307/2392666.

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44

French, Simon, John Friend, and Allen Hickling. "Planning under Pressure: The Strategic Choice Approach." Journal of the Operational Research Society 39, no. 11 (November 1988): 1067. http://dx.doi.org/10.2307/2583210.

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45

Pi, Sheng Lei, and Hai Lin Lan. "Corporate Strategic Choice Basing on Externality Internalization." Advanced Materials Research 790 (September 2013): 703–6. http://dx.doi.org/10.4028/www.scientific.net/amr.790.703.

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Corporate strategy of architecture enterprises with multiregional projects is building coordination between the corporate inner resources and the externalities from social & natural environment. This paper attempts to establish a strategic choice model of internalization of the externalities, as an analytic tool integrating both dimensions of the inner-resources and environment.

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46

TAKEBAYASHI, Masae, and Dai NAKAGAWA. "Plan-Making Process with Strategic Choice Approach." Studies in Regional Science 22, no. 1 (1991): 105–18. http://dx.doi.org/10.2457/srs.22.105.

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47

Peterson, H. "Strategic choice along the vertical coordination continuum." International Food and Agribusiness Management Review 4, no. 2 (2001): 149–66. http://dx.doi.org/10.1016/s1096-7508(01)00079-9.

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48

French, Simon. "Planning under Pressure: The Strategic Choice Approach." Journal of the Operational Research Society 39, no. 11 (November 1988): 1067–68. http://dx.doi.org/10.1057/jors.1988.181.

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49

Wegener, Benjamin J., Devi M. Stuart-Fox, Mark D. Norman, and Bob B. M. Wong. "Strategic male mate choice minimizes ejaculate consumption." Behavioral Ecology 24, no. 3 (2013): 668–71. http://dx.doi.org/10.1093/beheco/ars216.

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50

Goering, Gregory E. "Distribution Channel Decentralization and Strategic Durability Choice." International Journal of the Economics of Business 17, no. 2 (July 2010): 167–86. http://dx.doi.org/10.1080/13571516.2010.483086.

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