Irrational decision making: Cultural influence on environmental nonprofit organizations' advocacy strategies

The determinants of environmental nonprofit organizations' (ENPOs) advocacy strategies is particularly important in East Asian countries, such as Taiwan, in which the public values harmony and aggressive movements are often controversial because of the influence of Confucianism. What triggers ENPOs in Taiwan to initiate aggressive environmental protests is consequently a question worth investigating. Accordingly, this study sought answers to the unasked question: How do ENPOs' decision makers decide what types of advocacy activities to pursue? To answer this question, this study utilized cultural theory (CT) to develop hypotheses to test data collected through an online survey in Taiwan. The evidence confirms what CT predicted. ENPOs' decision making on advocacy activities is neither affected by their organizational scale/resources nor the effectiveness and acceptance of environmental activities. Instead, ENPOs' organizational culture plays a crucial role, especially in explaining advocacy activities that are relatively controversial and less accepted by the Taiwanese public. ENPOs that have egalitarian and individualistic organizational cultures are more likely to initiate every type of environmental activity, especially protest-based activities. Based on the results, organizational culture may be useful in explaining the bounded rationality behind decision making. This result also indicates that ENPOs in Taiwan should plan more carefully before initiating activities. Actions without careful planning may result in resource waste and legitimacy challenges. The results of this study can be beneficial for ENPOs to reconsider their decision making regarding environmental advocacy.     

Strengthening executive decision making

Although decisions determine corporate fates, executives don't always know how to make the best choices. The author examines today's dissatisfaction with corporate decision making, reviews how it can deteriorate as the pace of change increases, and offers five comprehensive strategies for improving the decision making process. © 1995 by John Wiley & Sons, Inc.     

Modelplasticity and abductive decision making

Decisions in Economics and Finance - ‘All models are wrong but some are useful’ Box (Robustness in statistics, Elsevier, pp 201–236, 1979). But, how to find those useful ones...     

Collective decision making by committee

Implicitly or explicitly, economic decisions always contain elements of compromise. However, the bargaining models of economic theory treat only the two decision maker case with linearly aggregated priorities; i.e. compromise decisions under Pareto optimality and no side payments. Even then the relative importance of the decision makers remains indeterminate. This paper proposes a simplified bargaining model with three new features: (a) it allows multiple participants; (b) it uses optimal voting patterns to combine the policy proposals, rather than the policy priorities, to form those compromise decisions; and (c) it determines the relative power of each participant endogenously. Perhaps more important, the method does not depend on each decision maker knowing the preferences of his colleagues exactly.     

Trustee decision making in small UK charities

Management theory suggests that increasing the quantity and quality of management information available to key members in organisations will lead to improvements in their decision making. However, judgements as to what counts as ‘management information’, and in what its quality consists may vary according to organisational location, size and purpose. Where those ‘key members’ are volunteers, as with charity trustees, perceptions of management information need, amount and value, may vary further. This paper explores aspects of this theory, with particular reference to trustees of small charities in the United Kingdom. It outlines a research programme drawing on trustees in organisations working for children and for people with disabilities. A range of findings is presented, recording trustee experiences of and responses to management information, as this affects their charities' performance. Following from three in-depth case studies in small charities, findings show that informal systems are in operation, whereby trustees devolve much of the responsibility for management information to their chief officers, who are then monitored by their chairs. While this system is viewed by participants as an effective and practical means of enabling decision making, certain questions are raised regarding trustee liability and accountability.     

公路工程建设方案评价的多属性决策方法探讨

根据公路工程建设方案评价的特点,文章运用多属性决策方法模型,对公路工程建设方案评价的评价方法、指标体系建立、指标标准化和量化进行了探讨。     

Budget decision making in large public school systems

This paper reviews and discusses results of a study of the budget process in fourteen large city school districts. Topics covered include incremental decision making, the use of “ratios” and “norms” in school budgeting, public participation in budgeting, relevant structural arrangements of local government, and the influence of boards of education on the allocation of resources. Finally, implications for the improvement of school management practices in large school districts are discussed.     

Normative target‐based decision making

This paper relates normative expected‐utility decision making to target‐based decision making, and introduces a new quantity, the aspiration equivalent. We show that using the aspiration equivalent as a target provides a new method for choosing between lotteries that is consistent with expected‐utility maximization. Furthermore, we show that the aspiration‐equivalent target provides a win–win situation for executive–manager delegation. This result furnishes a new link between normative decision analysis and target‐based decision making. Copyright © 2005 John Wiley & Sons, Ltd.     

Labour relations decision making within multinational corporations

The extent of parent company involvement in subsidiary level industrial relations varies widely among different multinational corporations. This study examines the procedures adopted in a sample survey of thirty foreign-owned MNCs operating in the UK and the reasons for such inter-firm variations.     

Opportunity costs associated with long decision making

In certain cases, prompt utilization of an already negotiated group purchasing agreement will save a hospital more money than bidding out the same products. This occurs because there are large opportunity costs associated with not taking savings immediately. Savings can be further enhanced by redeploying staff to contract for items not covered by group agreements.     

老板,别走入决策误区

决策一词对于企业老板来说,绝对不会陌生,因为决策是企业在日常生产经营过程中随时都会发生的管理行为,决策对于企业老板来说就是一种使命.     

论领导科学中的科学决策机制

在科学决策中决策机制是前提和保障,在具体的领导活动中科学决策机制还存在很多问题,需要不断的完善.     

Culture,participative decision making and job satisfaction

This study explores the impact of culture on participatory decision making (PDM) and job satisfaction (JS) using data obtained from the European Values Study (EVS). We parameterise two different cultural variables using principal components analysis: first a continuum based on survival versus self-expression values and second a continuum based on traditional versus secular-rational values. Application of ordered logistic regression to Likert scales of PDM and JS suggests that greater self-expression in the survival versus self-expression variable enhances both PDM and JS; and more traditional values in the traditional versus secular-rational continuum have the same effect.     

Incorporating employee resourcing requirements into deployment decision making

Employee resourcing is the process of matching human resource capabilities to the strategic and operational needs of the organization. This is exceptionally problematic in project‐based organizations due to the competing priorities of the project, the individual employee, and the wider succession needs of the organization. This article presents the findings of research examining the human resource management practices that form the key components of the resourcing process. These included, inter alia, human resource planning, recruitment and selection, team deployment, performance management, and human resource administration. Current practices were examined in seven leading construction firms, all of which faced dynamic resourcing priorities. Within an inductive methodology, semistructured interviews were carried out with senior executives, human resource management (HRM) specialists, senior operational managers, and project‐based staff. Based on a synthesis of the promising practices extracted from the case‐study organizations, an innovative approach to project resourcing was developed that aims to balance organizational, project, and individual employee requirements. Team deployment resides at the center of resourcing process for the project‐based organization as it determines the success of the project, which in turn determines the competitiveness of the organization. Long‐term planning and employee involvement enable team deployment to integrate with other elements of HRM effectively and thus help to balance the organizational strategic priorities, project requirements, and individual employee needs and preferences.