Relevant bibliographies by topics / Strategic decision-making

Contents

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

Academic literature on the topic 'Strategic decision-making'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Strategic decision-making"

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Lowther, Jason, Chris Gore, Kate Murray, and Bill Richardson. "Strategic Decision Making." Journal of the Operational Research Society 44, no. 7 (July 1993): 738. http://dx.doi.org/10.2307/2584054.

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Paderon, Eduardo S. "Strategic Decision Making." Thought 63, no. 1 (1988): 86–94. http://dx.doi.org/10.5840/thought19886318.

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Schwenk, Charles R. "Strategic Decision Making." Journal of Management 21, no. 3 (June 1995): 471–93. http://dx.doi.org/10.1177/014920639502100304.

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Lowther, Jason. "Strategic Decision Making." Journal of the Operational Research Society 44, no. 7 (July 1993): 738. http://dx.doi.org/10.1057/jors.1993.129.

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Parayitam, Satyanarayana, and Chris Papenhausen. "Strategic decision-making." Management Research Review 41, no. 1 (January 15, 2018): 2–28. http://dx.doi.org/10.1108/mrr-12-2016-0285.

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Purpose This paper aims to investigate the effect of cooperative conflict management on agreement-seeking behavior, agreement-seeking behavior on decision outcomes, moderating role of competence-based trust on the relationship between agreement-seeking behavior and decision outcomes, and mediating role of agreement-seeking behavior between cooperative conflict management and decision outcomes. Design/methodology/approach Using a structured survey instrument, this paper gathered data from 348 students enrolled in a strategic management capstone course that features strategic decision-making in a simulated business strategy game. The data from 94 teams were collected from the student population using a carefully administered instrument. The data were aggregated after running the inter-rater agreement test and the analyzed to test the hypotheses. Findings The results from the hierarchical regression of the complex moderated mediation model reveal that cooperative conflict management is positively related to agreement-seeking behavior, and agreement-seeking behavior mediates the relationship between cooperative conflict management and decision outcomes. The results also suggest that competence-based trust acts as a moderator in the relationship between agreement-seeking behavior and decision quality; agreement-seeking behavior and team effectiveness, and agreement-seeking behavior and decision commitment. Results also support mediation of agreement-seeking behavior between cooperative conflict management and decision outcomes. Research limitations/implications The present research is based on self-report measures, and hence, the limitations of social desirability bias and common method bias are inherent. However, adequate care is taken to minimize these limitations. The research has implications for the strategic decision-making process literature. Practical implications In addition to the strategic management literature, this study contributes to practicing managers. The study suggests that competence-based trust plays a vital role in decision effectiveness. Administrators need to select the members in the decision-making process who have competence-based trust on one another and engage in agreement-seeking behavior. Social implications The findings from the study help in creating a fruitful social environment in organizations. Originality/value This study provides new insights about the previously unknown effects of cooperative conflict management and agreement-seeking behavior in strategic decision-making process.
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Chino, Tetsuo. "Strategic decision making." Japan and the World Economy 2, no. 2 (June 1990): 189–98. http://dx.doi.org/10.1016/0922-1425(90)90013-i.

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Nagelkerk, Jean May, and Beverly M. Henry. "Strategic Decision Making." JONA: The Journal of Nursing Administration 20, no. 7 (July 1990): 18???23. http://dx.doi.org/10.1097/00005110-199007000-00006.

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Eisenhardt, Kathleen M., and Mark J. Zbaracki. "Strategic decision making." Strategic Management Journal 13, S2 (1992): 17–37. http://dx.doi.org/10.1002/smj.4250130904.

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

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Dissertations / Theses on the topic "Strategic decision-making"

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Böwe, Sabrina. "Entrepreneurs' strategic decision making." Doctoral thesis, Humboldt-Universität zu Berlin, Wirtschaftswissenschaftliche Fakultät, 2012. http://dx.doi.org/10.18452/16496.

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Wie beeinflusst das gleichzeitige Auftreten von strategischer und umfeldbedingter Unsicherheit das Entscheidungsverhalten? Unterscheiden sich Unternehmer in dieser Hinsicht von Anderen? Die vorliegende Dissertation behandelt diese Fragen und untersucht das Koordinationsverhalten bei dualer Unsicherheit. In vier ökonomischen Experimenten wird das Entscheidungsverhalten von Unternehmern und Nicht-Unternehmern vergleichend analysiert. Die betrachteten Entscheidungssituationen beinhalten Investitionsentscheidungen in Forschung und Entwicklung sowie verschiedene Aspekte des Wettbewerbs und von Markteintrittsentscheidungen.
How do people make decisions when simultaneously facing strategic and environmental uncertainty? Do entrepreneurs differ from others in this regards? This dissertation addresses these questions by investigating coordination behavior under dual uncertainty. Four economic experiments have been conducted comparing the behavior of entrepreneurs and non-entrepreneurs in settings that contain investment decisions into research and development and different aspects of competition and market entry decisions.
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Haberberg, Adrian Bernard. "Isomorphism in strategic decision-making." Thesis, City University London, 2005. http://openaccess.city.ac.uk/8451/.

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A laboratory study of the factors of that influence the propensity of organisations to copy the strategic decisions of others, based around the BRANDMAPS simulation, investigated the effects of contingencies relating to the environment, the decision and the firm itself, in the absence of binding resource constraints and legal pressures. The proportion of isomorphic decisions diminished with industry age: isomorphic behaviour did not become institutionalised. It was positively associated with industry dynamism - isomorphism was possibly used for risk reduction. No association with industry concentration was found: field structuration did not affect isomorphic behaviour. Pressures to imitate their peers, as perceived by participants, appeared unrelated to firms' performance or socio-cultural characteristics other than team diversity. Isomorphic behaviour was unrelated to isomorphic pressures, suggesting that unconscious rationality in managerial behaviour. Knowledge of opponents' decisions was associated with isomorphic behaviour, indicating that isomorphism was not simply a response to the task environment. However, the association was positive for some decisions and negative for others, inconsistent with common explanations of isomorphism as deriving from a desire for legitimation. Rather, isomorphic behaviour results from managers making efficient use of available information on competitors' practices. Combinatorially complex bundles of decisions were not isomorphic between firms that had taken similar individual decisions. There was no evidence of an "iron cage" constraining them to become more similar. Isomorphism between firms is not necessarily linked to institutionalisation or stimulated by causes - notably legitimation - suggested by institutional theory. A model of isomorphic behaviour in firms is proposed, based on the perceived value of the practice being copied, the nature of the decision, contingent properties of the business environment and of the organisational field and the situation and internal properties of the firm. The implications for managerial praxis are explored.
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Elbanna, Said Mohamed. "Strategic decision-making : antecedents and outcomes." Thesis, University of Birmingham, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.411879.

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Gazia, C. R. "Strategic decision making in public enterprise." Thesis, University of Manchester, 1985. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.355904.

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Werbelow, Cora. "Connectedness between strategic decision making processes." Thesis, University of Warwick, 2011. http://wrap.warwick.ac.uk/49213/.

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Strategic decision making is fundamental since strategic decisions affect the long-term health of the organization. Strategy process research to date has been mainly concerned with characterising and explaining the nature of individual strategic decision making processes. A number of researchers are calling for more research on the potential connectedness between strategic decisions. In response, this thesis contributes to the strategic decision making literature by investigating the connectedness between strategic decision making processes. It focuses on precursive connections and tracks decisions backwards and forwards to identify potential connections. Both researchers and practitioners believe that the success and failure of prior decisions affect subsequent decisions. Hence, this research investigates decision performance as a potential influence on connectedness. The research is qualitative and a multiple embedded case study approach was chosen, examining decision making processes in two organizations in the UK. Data collection consisted mainly of in-depth interviews with executives and senior management but also included archival data. Main findings indicate that decision makers tend to transfer their knowledge and experience from one decision process to the next and thereby create a connection between strategic decisions. The connections can be characterised in terms of exploration and exploitation tendencies. Positive perceptions about a decision’s performance are related to the exploitation of existing practices, while negative perceptions prompt an exploration of new routines. The findings also show that informants’ perceptions about decision performance are highly subjective. The concept of cognitive decision styles provides plausible explanations arguing that individuals hold personal preferences when it comes to judging and perceiving information and their evaluations of strategic decisions cohere with these. Finally, this research suggests that decisions are linked primarily through individual agency. This reinforces the importance of the individual in strategic decision making processes, and consequently, the emphasis in this work is to argue that only by a deep understanding of individual action (and practice) is it possible to understand decision processes.
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Johansson, Alexander. "Strategic Decision-Making in Platoon Coordination." Licentiate thesis, KTH, Reglerteknik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-275670.

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The need for sustainable transportation solutions is urgent as the demand for mobility of goods and people is expected to multiply in the upcoming decades. One promising solution is truck platooning, which shows great potential in reducing the fuel consumption and operational costs of trucks.  In order to utilize the benefits of truck platooning to the fullest, trucks with different routes in a transportation network need coordination to efficiently meet and form platoons. This thesis addresses platoon coordination when trucks form  platoons at hubs, where some trucks need to wait for others in order to meet, and there is a reward for platooning and a cost for waiting. Three contributions on the topic platoon coordination are presented in this thesis. In the first contribution, we consider platoon coordination among trucks that have pre-defined routes in a network of hubs, and the travel times are either deterministic or stochastic. The trucks are owned by competing transportation companies, and each truck decides on its waiting times at hubs in order to optimize its own operational cost. We consider a group of trucks to form a platoon if it departs from a hub and enters the road at the same time. The strategic interaction among trucks when they coordinate for platooning is modeled by non-cooperative game theory, and the Nash equilibrium is considered as the solution concept when the trucks make their decisions at the beginning of their journeys. In case of stochastic travel times, we also develop feedback-based solutions wherein trucks repeatedly update their decisions. We show in a simulation study of the Swedish transportation network that the feedback-based solutions achieve platooning rates up to 60 %. In the second contribution, we propose models for sharing the platooning profit among platoon members. The platooning benefit is not equal for all trucks in a platoon; typically, the lead truck benefits less than its followers. The incentive for transportation companies to cooperate in platooning may be low unless the profit is shared. We formulate platoon coordination games based on profit-sharing models, and in a simulation of a single hub, the outcomes of the platoon coordination games are evaluated. The evaluation shows that the total profit achieved when the trucks aim to maximize their own profits, but the platooning benefit is evened out among platoon members, is nearly as high as when each truck aims to maximize the total profit in the platooning system.  In the last contribution, we study a problem where trucks arrive to a hub according to a stochastic arrival process. The trucks do not share a priori information about their arrivals; this may be sensitive information to share with others. A coordinator decides, based on the statistical distribution of arrivals, when to release the trucks at the hub in the form of a platoon. Under the assumption that the arrivals are independent and identically distributed, we show that it is optimal to release the trucks at the hub when the number of trucks exceeds a certain threshold. This contribution shows that simple and dynamic coordination approaches can obtain a high profit from platooning, even under high uncertainty and limited a priori information.
Under de kommande decennierna förväntas efterfrågan på transport av varor och passagerare mångfaldigas, vilket innebär att behovet av hållbara transportlösningar är brådskande. En lovande lösning är konvojkörning, som visar stor potential att minska bränsleförbrukningen och driftskostnaderna för lastbilar. För att utnyttja fördelarna med konvojkörning till fullo behöver lastbilar koordineras för att effektivt mötas och bilda konvojer. Den här avhandlingen behandlar koordinering av lastbilar som kan bilda konvojer på transporthubbar, där vissa lastbilar måste vänta på andra lastbilar för att bilda konvojer, och det finns en belöning för konvojkörning och en kostnad för att vänta. Tre bidrag som behandlar konvojkoordinering presenteras i den här avhandlingen. Det första bidraget behandlar koordinering av lastbilar med förutbestämda rutter i ett transportnätverk med deterministiska eller stokastiska restider. Lastbilarna ägs av konkurrerande transportföretag, och varje lastbil beslutar om sina väntetider på hubbarna längs med sin rutt för att optimera sin driftskostnad. Vi antar att lastbilar bildar en konvoj om de avgår från en hubb och kör in på vägen samtidigt. Den strategiska interaktionen mellan lastbilar när de koordinerar för konvojbildning modelleras med icke-kooperativ spelteori, och vi betraktar Nashjämvikt som lösningskoncept när lastbilarna beslutar om sina väntetider i början av sina resor. I fallet med stokastiska restider utvecklar vi även lösningar där lastbilarna tillåts uppdatera sina väntetider längs med sina resor. I en simuleringsstudie över det svenska transportnätverket visas att när lastbilarna tillåts uppdatera sina väntetider uppnås en konjovkörningsgrad på 60%. I det andra bidraget utreds modeller för att dela på vinsten från konvojkörning. Fördelarna med konvojkörning är inte lika för alla lastbilar i en konvoj; vanligtvis är fördelen större för följarlastbilarna än för ledarlastbilen. Således kan incitamenten för transportföretag att samarbeta i form av konvojkörning vara låga om inte vinsterna från konvojkörning delas. Baserat på vinstdelningsmodeller formulerar vi konvojkoordineringsspel. I en simulering av en transporthubb utvärderar vi utfallet från konvojkoordinationsspelen. Det visar sig att den totala vinsten som uppnås när lastbilarna försöker maximera sina egna vinster, men vinsten från konvojkörning jämnas ut helt bland konvojmedlemmar, är nästan lika hög som när varje lastbil försöker att maximera den totala vinsten i systemet. I det sista bidraget studeras ett koordineringsproblem där lastbilar anländer till en transporthubb enligt en stokastisk ankomstprocess. Lastbilarna delar inte förhandsinformation om sina ankomster; detta kan vara känslig information att dela. En koordinator bestämmer, baserat på den statistiska sannolikhetsfördelningen av ankomster, när lastbilarna på transporthubben ska släppas iväg i form av en konvoj. Under antagandet att ankomsterna är statistiskt oberoende och likafördelade, visar vi att det är optimalt att släppa iväg lastbilarna från transporthubben i form av en konvoj när antalet lastbilar överskrider en viss tröskel. Detta bidrag visar att enkla och dynamiska koordineringsmetoder kan erhålla en hög vinst från konvojkörning, även under hög osäkerhet och begränsad förhandsinformation.

Länk till den offentliga granskningen tillkännages via: https://www.kth.se/profile/alexjoha

QC 20200609

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Vallaster, Christine. "Strategic Decision Making by Multicultural Groups /." Hamburg : Kovač, 2005. http://swbplus.bsz-bw.de/bsz116904488cov.htm.

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Philbin, John Patrick. "Strategic decision-making, group behavior, and public relations strategies." College Park, Md. : University of Maryland, 2005. http://hdl.handle.net/1903/2732.

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Thesis (Ph. D.) -- University of Maryland, College Park, 2005.
Thesis research directed by: Communication. Title from t.p. of PDF. Includes bibliographical references. Published by UMI Dissertation Services, Ann Arbor, Mich. Also available in paper.
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Tonelli, Marcello. "Unstructured strategic decision-making processes : CRE decision-making in the Italian consulting industry." Thesis, Queensland University of Technology, 2009. https://eprints.qut.edu.au/30408/1/Marcello_Tonelli_Thesis.pdf.

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This thesis aims at developing a better understanding of unstructured strategic decision making processes and the conditions for achieving successful decision outcomes. Specifically it focuses on the processes used to make CRE (Corporate Real Estate) decisions. The starting point for this thesis is that our knowledge of such processes is incomplete. A comprehensive study of the most recent CRE literature together with Behavioural Organization Theory has provided a research framework for the exploration of CRE recommended =best practice‘, and of how organizational variables impact on and shape these practices. To reveal the fundamental differences between CRE decision-making in practice and the prescriptive =best practice‘ advocated in the CRE literature, a study of seven Italian management consulting firms was undertaken addressing the aspects of content and process of decisions. This thesis makes its primary contribution by identifying the importance and difficulty of finding the right balance between problem complexity, process richness and cohesion to ensure a decision-making process that is sufficiently rich and yet quick enough to deliver a prompt outcome. While doing so, this research also provides more empirical evidence to some of the most established theories of decision-making while reinterpreting their mono-dimensional arguments in a multi-dimensional model of successful decision-making.
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Krabuanrat, Kanogkpun. "Strategic decision making for Thai executive managers." Thesis, University of Surrey, 1997. http://epubs.surrey.ac.uk/601/.

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Books on the topic "Strategic decision-making"

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Strategic decision making. Workingham, Eng: Addison-Wesley, 1995.

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Roy, Rajkumar, ed. Strategic Decision Making. London: Springer London, 2004. http://dx.doi.org/10.1007/b97668.

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1947-, Murray Kate, and Richardson Bill 1947-, eds. Strategic decision-making. London: Cassell, 1992.

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Spiller, Pablo T. Strategic judicial decision making. Cambridge, Mass: National Bureau of Economic Research, 2007.

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Grover, Jeff. Strategic Economic Decision-Making. New York, NY: Springer New York, 2013. http://dx.doi.org/10.1007/978-1-4614-6040-4.

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Chris, Gore. Strategic decision-making: Lecturer's guide. London: Cassell, 1992.

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W, Grigsby David, ed. Strategic management for decision making. Boston: PWS-Kent Publishing Co., 1992.

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Narayanan, M. P. Finance for Strategic Decision-Making. New York: John Wiley & Sons, Ltd., 2004.

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W, Grigsby David, ed. Strategic management for decision making. Boston: PWS-Kent Pub. Co., 1992.

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Kirkwood, Craig W. Strategic decision making: Multiobjective decision analysis with spreadsheets. Belmont: Duxbury Press, 1997.

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Book chapters on the topic "Strategic decision-making"

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Lampel, Joseph. "Strategic Decision-Making." In The Palgrave Encyclopedia of Strategic Management, 1600–1603. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_595.

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Nutt, Paul C. "Strategic Decision-Making." In The Blackwell Handbook of Strategic Management, 33–67. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1111/b.9780631218616.2006.00003.x.

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Bromiley, Philip, and Devaki Rau. "Strategic decision making." In APA handbook of industrial and organizational psychology, Vol 1: Building and developing the organization., 161–82. Washington: American Psychological Association, 2011. http://dx.doi.org/10.1037/12169-006.

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Lampel, Joseph. "Strategic Decision-Making." 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_595-1.

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Savolainen, Vesa, and Shuhua Liu. "Strategic Decision Making." In Perspectives of Information Systems, 141–49. New York, NY: Springer New York, 1999. http://dx.doi.org/10.1007/978-1-4612-1464-9_8.

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Schoemaker, Paul J. H., and J. Edward Russo. "Decision-Making." In The Palgrave Encyclopedia of Strategic Management, 397–401. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_341.

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Schoemaker, Paul J. H., and J. Edward Russo. "Decision-Making." In The Palgrave Encyclopedia of Strategic Management, 1–5. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_341-1.

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Eisenhardt, Kathleen M. "Strategic Decision Making as Improvisation." In Strategic Decisions, 251–57. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-1-4615-6195-8_15.

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Bowman, Cliff, and David Asch. "Models of strategic decision-making." In Strategic Management, 334–76. London: Macmillan Education UK, 1987. http://dx.doi.org/10.1007/978-1-349-18702-7_14.

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Tassier, Troy. "Strategic Individual Decision Making." In SpringerBriefs in Public Health, 79–91. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-38120-1_8.

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Conference papers on the topic "Strategic decision-making"

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Osmani, Juliana. "EMOTIONS AND STRATEGIC DECISION-MAKING." In 2nd International Scientific Conference - Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia; Faculty of Management Koper, Slovenia; Doba Business School - Maribor, Slovenia; Integrated Business Faculty - Skopje, Macedonia; Faculty of Management - Zajecar, Serbia, 2018. http://dx.doi.org/10.31410/eman.2018.402.

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Ghoneim, Amr S., Daryl L. Essam, and Hussein A. Abbass. "Competency awareness in strategic decision making." In 2011 IEEE International Multi-Disciplinary Conference on Cognitive Methods in Situation Awareness and Decision Support (CogSIMA 2011). IEEE, 2011. http://dx.doi.org/10.1109/cogsima.2011.5753426.

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Nezamoddini, N., F. Kianfar, and F. Hosseini Tash. "Integrated strategic decision making using ANP." In 2011 23rd Chinese Control and Decision Conference (CCDC). IEEE, 2011. http://dx.doi.org/10.1109/ccdc.2011.5968529.

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Fahim, Irene, Nour Abdullatif, Muhammad Abushahba, Rawan Tawfik, Trez Mourad, and Sally Kassem. "Microfactory strategic decision making using simulation." In 2020 2nd Novel Intelligent and Leading Emerging Sciences Conference (NILES). IEEE, 2020. http://dx.doi.org/10.1109/niles50944.2020.9257938.

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KEROPYAN, ARAS, and ANNA MARIA GIL-LAFUENTE. "DECISION MAKING IN STRATEGIC BUSINESS MANAGEMENT." In Proceedings of the MS'10 International Conference. WORLD SCIENTIFIC, 2010. http://dx.doi.org/10.1142/9789814324441_0037.

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Celebi, Alper. "Decision making typologies in strategic planning." In Technology. IEEE, 2008. http://dx.doi.org/10.1109/picmet.2008.4599715.

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Shen-Hsieh, Angela, and Mark Schindl. "Data visualization for strategic decision making." In Case studies of the CHI2002|AIGA Experience Design FORUM. New York, New York, USA: ACM Press, 2002. http://dx.doi.org/10.1145/507752.507756.

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Fardal, Harald, and Jan-Oddvar Sornes. "IS Strategic Decision-Making: A Garbage Can View." In InSITE 2008: Informing Science + IT Education Conference. Informing Science Institute, 2008. http://dx.doi.org/10.28945/3262.

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Developing information systems (IS) strategies and choosing the right IS portfolio for an organization require, among other things, identifying the most appropriate IS projects, determining how best to organize the IS staff, and arranging for IS procurement. All of these actions involve decision-making. This paper analyzes IS strategic decision-making in organizations, with the Garbage Can Model (GCM) of decision-making providing the theoretical framework. Our findings show that IS strategic decision-making often happens through GCM processes, and while these processes are hard to control and predict, the decision quality tends to be high at the organizational level. At the individual level, however, Garbage Can processes tend to return low-quality IS strategic decisions.
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Alfonso, Bexy, Emilio Vivancos, Vicente Botti, and Penélope Hernández. "Building Emotional Agents for Strategic Decision Making." In International Conference on Agents and Artificial Intelligence. SCITEPRESS - Science and and Technology Publications, 2015. http://dx.doi.org/10.5220/0005204703900397.

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Madani, Kaveh, and Jay R. Lund. "Strategic Multi-Criteria Decision Making under Uncertainty." In World Environmental and Water Resources Congress 2011. Reston, VA: American Society of Civil Engineers, 2011. http://dx.doi.org/10.1061/41173(414)323.

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Reports on the topic "Strategic decision-making"

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

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Murphy, David W. Enhancing Strategic Decision-Making: Lessons from History. Fort Belvoir, VA: Defense Technical Information Center, March 2012. http://dx.doi.org/10.21236/ada561460.

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SIVAKS, ANNA, OKSANA GORBUNOVA, and YEVGENY FROLOV. ALGORITHM FOR MAKING A STRATEGIC DECISION ABOUT OUTSOURCING. Science and Innovation Center Publishing House, 2020. http://dx.doi.org/10.12731/2070-7568-2020-1-3-126-136.

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Allen, Charles D., Breena E. Coates, and George J. Woods III. Strategic Decision Making Paradigms: A Primer for Senior Leaders. Fort Belvoir, VA: Defense Technical Information Center, August 2012. http://dx.doi.org/10.21236/ada595116.

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Givens, Corey A. Strategic and Operational Decision-Making: Does Military Weakness Affect Decisions Made? Fort Belvoir, VA: Defense Technical Information Center, May 2011. http://dx.doi.org/10.21236/ada545824.

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Ackermann, Mark R., Nancy Kay Hayden, and George A. Backus. Complexity Science: A Mechanism for Strategic Foresight and Resiliency in National Security Decision-Making. Office of Scientific and Technical Information (OSTI), November 2017. http://dx.doi.org/10.2172/1409282.

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Markwart, Todd C. A Study in Sea-Air Intermodal Port Selection: Strategic Decision Making for United States Southern Command. Fort Belvoir, VA: Defense Technical Information Center, June 2011. http://dx.doi.org/10.21236/ada547431.

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Basset, Emmanuel, and Matthias Heuser. Implementing evidence-based strategic decision making in HER institutions: The case of Paris Sciences et Lettres University. Fteval - Platform for Research and Technology Policy Evaluation, May 2019. http://dx.doi.org/10.22163/fteval.2019.341.

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Crowder, George E. POINTBLANK: A Strategic and National Security Decision making Analysis of the World War II Combined Bomber Offensive. Fort Belvoir, VA: Defense Technical Information Center, May 1992. http://dx.doi.org/10.21236/ada247992.

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Larsen, Jeffrey A., and Jeannie L. Johnson. Comparative Strategic Cultures Curriculum Project: Assessing Strategic Culture as a Methodological Approach to Understanding WMD Decision-Making by States and Non-State Actors. Fort Belvoir, VA: Defense Technical Information Center, October 2006. http://dx.doi.org/10.21236/ada521640.

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