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In this volume, Dean Shepherd focuses on the varying topics of entrepreneurship unified through conjoint analysis. Although the topic of entrepreneurial decision making is broad, in doing so, he reveals the mechanisms that come into play during the entrepreneurial decision-making process.Scholars of entrepreneurship and organizational behavior will find this collection an essential resource for understanding how decision making is achieved in entrepreneurial settings.

This research-based book critically examines the complex interplay of power relations in decision-making in megaprojects. This book is tailored for academics, students, practitioners, clients, and policymakers and addresses a significant gap in understanding how formal and informal power influences decision-making. Through applying governmentality theory and narrative inquiry from thirty-nine interviews, this book presents over sixty-five detailed stories offering a series of real-life narratives that expose the diverse forms of power at play in megaprojects. The stories reveal how deviations from norms can significantly impact project outcomes. This book uncovers the complex web of power relations, institutional norms, and individual actions driving decisions.This book provides a framework illustrating four behavioural contexts, entrepreneurial, box-ticking, deception, and recklessness, as manifestations of megaproject decision-making, providing readers with a tool to understand and navigate the intricate power dynamics in megaprojects.Readers will benefit from practical insights and strategies for fostering conducive decision-making environments, tailoring interventions to promote constructive behaviours, and mitigating harmful actions. This book is a resource for anyone seeking to grasp the complexities of megaproject management in the context of power relations, shaping their decision-making leading to success.

Mit Case Studies von Scale-ups wie DeepL, SumUp, 1KOMMA5°, Frontify oder Ledgy! Europa hat mit seinen über 700 Millionen EinwohnerInnen einen großen Binnenmarkt, auf dem aber keine Technologieunternehmen vom Kaliber globaler Big Techs wie Apple, Alphabet/Google, Amazon, Meta/Facebook oder Microsoft gelistet sind. In der ersten Digitalisierungswelle des Internets genossen die USA durch ihren homogenen Heimatmarkt einen klaren Wachstumsvorteil. Dies mag sich durch maschinelle Übersetzungstools und weitere KI-unterstützte Lösungen ändern. Hierzu muss die Skalierung von europäischen Unternehmen erlernt werden. Sie ist eine entscheidende Fähigkeit in einem Spiel auf Zeit: Start-ups müssen wachsen, bevor ihre Konkurrenz aus anderen Start-ups oder etablierten Unternehmen an ihnen vorbeizieht. Dazu gilt es, den gestiegenen Anforderungen an die soziale und ökologische Nachhaltigkeit sowie Unternehmensführung (ESG) gerecht zu werden. Dieses Buch vermittelt Leitlinien für GründerInnen, Mitarbeitende, Investoren/Investorinnen, Mentoren/Mentorinnen und weitere Stakeholder von skalierenden Start-ups, sogenannten'Scale-ups', die sie beim schnellen und nachhaltigen Wachstum unterstützen. Sie entwickeln damit ein besseres Verständnis für verschiedenste Herausforderungen bei der Skalierung ihres Unternehmens und meistern diese besser, wie beispielsweise die Entwicklung und Führung ihres Teams, die Bewertung von Wachstums- und Finanzierungsoptionen sowie die Implementierung effizienter Organisationsstrukturen und Kommunikationsprozesse. Die LeserInnen profitieren konkret von: - einer Strukturierung der Skalierung, basierend auf einem iterativen Prozess-Framework; - einem durchgehenden Fokus auf für den Kapitalmarkt relevante ESG-Kriterien; - Handlungsempfehlungen inklusive digitaler Tools, welche sie bei der Skalierung ihrer Unternehmen unterstützen.

A NATIONAL BESTSELLER & FINANCIAL TIMES BUSINESS BOOK OF THE MONTH'Full of powerful, practical lessons on changing how we think and act.'–Eric Schmidt, former CEO and Chairman of Google'A must-read for board members, executives, and investors.” – Amy Bance, investor and Fortune 500 Board Member The Venture Mindset is a playbook on how to adapt to a rapidly changing world, make smarter bets, launch new ventures, and transform traditional organizations into hubs for innovation, from a top Stanford professor and a technology executive. Venture capitalists are known for their extraordinary ability to spot opportunities. They know how to identify emerging trends, how to bring new industries into being, and when to hold them and when to fold. Their unique mindset has made them the force behind world-changing companies such as Amazon, Google, Moderna, SpaceX, and Zoom. Stanford Professor Ilya Strebulaev has devoted two decades to studying VCs'counterintuitive approaches to decision-making and the reasons behind the successes and failures of corporate innovations. Alex Dang has witnessed up close how VCs'thinking and mechanisms can create successful businesses at companies like Amazon and McKinsey. Combining their insight and extensive experience, they present nine distinct principles that will help you make better decisions, transform your business, and achieve remarkable results, no matter your industry. In The Venture Mindset, you'll learn: • One question VCs ask that will change the way you evaluate opportunities • Why you should encourage dissent and be wary of consensus • The number one killer of innovation in traditional corporate environments • Why it's crucial to learn when to ‘pull the plug'on initiatives • Why failure is not just an option, but a necessity Packed with entertaining stories and scientific precision, The Venture Mindset is a must-read for anyone who wants to be better equipped for the era of uncertainty when industry, company, and career can be disrupted overnight. The Venture Mindset will teach you more than how to simply survive. It'll teach you how to win big.

Every day we hear of serious errors of judgement that result in organisational disaster. Why do seemingly successful businesses, NGOs, or even political parties fall prey to irrevocable governance breakdowns or, worse still, criminal malpractice? By prompting readers to think deeply about strategic decision-making, human behaviour, and cognitive biases, this book offers a disciplined, objective, and thoughtful approach to making better decisions.Every strategic problem is fundamentally a journey into the unknown, which involves a unique combination of duration, scale, external and internal dynamics, and personal motivations. Rarely is a strategic decision solved by saying, ‘If a situation is A, then the solution is B.'The book explores how to develop a strong foundation for problem resolving – rather than simplistic problem-solving – by strengthening competence so that decisions are made wisely. The case of Carillion plc, the second-largest construction group in the United Kingdom that went bankrupt in January 2018, is used to explore how a large and profitable company collapsed so dramatically when it was run by an experienced board and advised by three of the Big Four accounting firms. Professor Jeremy N. White presents a clear strategic toolkit for better strategic decision-making.This book will appeal to senior managers who are interested in techniques for making better strategic decisions. The lessons from the failure of Carillion plc are applicable to corporate leaders in addition to politicians and those who run not-for-profit organisations.

Fully revised and refined, this new edition of Institutional Theory and Organizational Change considers the developments in the field of institutional organization theory over the past decade. With each chapter being significantly updated, the book explains what the institutional organization approach means by bringing special attention to how the institutional environment is made up and how organizations are governed by it.Throughout the book, Staffan Furusten also brings attention to core concepts and arguments within institutional theory and presents them in an easily tangible model for understanding institutional pressure on organizations. New analysis featured in the book includes organizing beyond management and markets, organizational change through re-contextualization and institutional pressure through institutional elements. The examples presented in the book can be used as a navigation tool for additional learning about what the institutional environment consists of and what organizations can do to handle institutional demands.The second edition of this book is a lucid introduction to contemporary institutional organizational analysis and will be a key resource for undergraduate and postgraduate students in critical management studies, organizational studies, as well as managers and policy makers.

Behavioral strategy continues to attract increasing research interest within the broader field of strategic management. Research in behavioral strategy has clear scope for development in tandem with such traditional streams of strategy research that involve economics, markets, resources, and technology. The key roles of psychology, organizational behavior, and behavioral decision making in the theory and practice of strategy have yet to be comprehensively grasped. Given that strategic thinking and strategic decision making are importantly concerned with human cognition, human decisions, and human behavior, it makes eminent sense to bring some balance in the strategy field by complementing the extant emphasis on the “objective” economics-based view with substantive attention to the “subjective” individual-oriented perspective. This calls for more focused inquiries into the role and nature of the individual strategy actors, and their cognitions and behaviors, in the strategy research enterprise. For the purposes of this book series, behavioral strategy would be broadly construed as covering all aspects of the role of the strategy maker in the entire strategy field. The scholarship relating to behavioral strategy is widely believed to be dispersed in diverse literatures. These existing contributions that relate to behavioral strategy within the overall field of strategy has been known and perhaps valued by most scholars all along, but were not adequately appreciated or brought together as a coherent sub-field or as a distinct perspective of strategy. This book series on Research in Behavioral Strategy will cover the essential progress made thus far in this admittedly fragmented literature and elaborate upon fruitful streams of scholarship. More importantly, the book series will focus on providing a robust and comprehensive forum for the growing scholarship in behavioral strategy. In particular, the volumes in the series will cover new views of interdisciplinary theoretical frameworks and models (dealing with all behavioral aspects), significant practical problems of strategy formulation, implementation, and evaluation, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with potential for wider application of behavioral strategy. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the subject of behavioral strategy. Innovation and Behavioral Strategy contains contributions by leading scholars in the field of innovation with an interest in researching behavioral perspectives. The 9 chapters in this volume deal with a number of significant issues relating broadly to the behavioral aspects of innovation, covering topics such as emotional climate for catalyzing innovation, leadership in open innovation, environmental disruptions, collaborative communities, performance of small-scale entrepreneurs, supply chain innovation alliances, new partner selection for innovation, coopetition in networks, and public-private innovation alliances. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on innovation and behavioral strategy.

A fresh, research-driven playbook for how successful leaders can maximize the potential of others When we think of leaders, we often imagine lone, inspirational figures lauded for their behaviors, attributes, and personal decisions, and leadership books often reinforce that view. However, this approach ignores a leader's mission to empower others. Applying decades of behavioral science research, Don A. Moore and Max H. Bazerman offer a passionate corrective to this view, casting today's organizations as decision factories in which effective leaders are decision architects, enabling those around them to make wise, ethical choices consistent with their own interests and the organization's highest values. As a result, a leader's impact grows because it ripples out instead of relying on one individual to play the part of heroic figure. Filled with real-life stories and examples of the structures, incentives, and systems that successful leaders have used, this playbook equips each of us to facilitate wise decisions.

How do affect, cognition, and their interplay influence managerial decision-making at the individual, group, and organizational levels? How can these influences be fostered or reduced? This book conceptually and empirically answers such questions, and considers important theoretical issues for future research about the complex functioning of the human mind in managerial decision-making.

In organizations, accounting produces organizational knowledge that affects decision-making and managerial action. Companies placing importance on shareholder value sometimes tend to elevate accounting to a higher truth criterion for justifying managerial actions. Yet, the nature of accounting renders it difficult to argue that accounting information necessarily produce a better basis for decision-making than arguments which are not based on accounting. This is because, as previous research has also argued, accounting counts some things but omits many others, while managers are accountable for much more than what accounting actually counts. Using a theoretical apparatus from Deleuze and Guattarí, this book illustrates that accounting-based actions such as making management decisions, maintaining organisational responsibility and hierarchical control are manifestations of the ways in which accounting is composed. This concise introduction will be invaluable for researchers and advanced students of management accounting exploring responsibility accounting and accountability.

Papers presented at a conference held Jan. 5-10, 1973, Maui, Hawaii, and sponsored by the Joint Committee on Japanese Studies of the Social Science Research Council and the American Council of Learned Societies.

The complete understanding of organizational culture and personal values is fundamental for running and improving modern organizations. By identifying the underlying building blocks for behavior, strategy, and actions of organizations and their members, companies and researchers may discover innovative techniques to encourage productive and satisfying working environments. Recent Advances in the Roles of Cultural and Personal Values in Organizational Behavior is a collection of innovative research on how culture and personal values shape and influence leadership styles, decision-making processes, innovativeness, and other management practices. While highlighting topics including employee motivation, leadership style, and organizational culture, this book is ideally designed for managers, executives, human resources professionals, recruiters, researchers, academics, educators, and students seeking current research on cultural backgrounds and personal values for organizations.

This volume introduces the notion of Thinking Infrastructures to explore a broad range of phenomena that structure attention, shape decision-making, and guide cognition: Thinking Infrastructures configure entities (via tracing, tagging), organise knowledge (via search engines), sort things out (via rankings and ratings), govern markets (via calculative practices, including algorithms), and configure preferences (via valuations such as recommender systems). Thus, Thinking Infrastructures, we collectively claim in this volume, inform and shape distributed and embodied cognition, including collective reasoning, structuring of attention and orchestration of decision-making.

The world we live in is increasingly complex. It throws up complex problems. This book is about tackling them.At ThinkPlace, we've pioneered the application of design thinking to complex challenges like climate change, family violence and global malnutrition. We work globally with governments, organisations and communities using a methodology – the Design System™ outlined in this book – that has been developed over more than a decade.We bring together different voices and help them to create better futures. If you're one of those voices, or would like to be, this book is for you. It's part roadmap, part instruction manual, but mostly it's a clarion call for a new way of doing things: tackling the world's biggest problems in a way that brings people together and produces positive, lasting change.

Evidence-Based Decision-Making: How to Leverage Available Data and Avoid Cognitive Biases examines how a wide range of factual evidence, primarily derived from a variety of data available to organizations, can be used to improve the quality of business decision-making, by helping decision makers circumvent the various cognitive biases that adversely impact how we all think.The book is built on the following premise: During the past decade, the new ‘data world'emerged, in which the rush to develop competencies around business analytics and data science can be characterized as nothing less than the new commercial arms race. The ever-expanding volume and variety of data are well known, as are the great advances in data processing/analytics, data visualization, and related information production-focused capabilities. Yet, comparatively little effort has been devoted to how the informational products of business analytics and data science are ‘consumed'or used in the organizational decision-making processes, as the available evidence shows that only some of that information is used to drive some business decisions some of the time.Evidence-Based Decision-Making details an explicit process describing how the universe of available and applicable evidence, which includes organizational and other data, industry benchmarks, scientific studies, and professional experience, can be assessed, amalgamated, and funneled into an objective driver of key business decisions.Introducing key concepts in relation to data and evidence, and the history of evidence-based management, this new and extremely topical book will be essential reading for researchers and students of data analytics as well as those working in the private and public sectors, and in the voluntary sector.

In today's increasingly volatile and uncertain environment, strategy execution is all about the speed of learning and making the right resource allocation decisions across a portfolio of business efficiency and growth initiatives. To learn quickly, piloting these initiatives is critical before scaling as early and quick learning enables successful execution. Pilot selection is one of the early decisions to be made and should not be underestimated.

How and to what extent do decisions affect business performance? Despite years of study by academic researchers and industry practitioners, there still remains a need to draw a clear and established connection between decision making and performance. By closely examining consequential business decisions made by key executives, this book offers a better understanding of business performance and recommendations for improved business practices.Through the use of case studies and interviews with business leaders based on 17 theorized measures of performance, this breakthrough study not only clarifies the impact of decisions on business performance, but also defines and distinguishes decisions that lead to successful and unsuccessful performance. Recommendations are made to optimize decision making for businesses of all sizes and projections about the future of decision making and performance are provided. This book can be used both as a reference source for academic researchers and students seeking further research on the subject, and as a practical guide for leaders and business professionals seeking advancement and better decision making within the industry.

First published in 1999, this book examines the'how'and'why'of strategic planning, illustrates the vital role it plays in our day-to-day lives and explores its potential for helping to ensure the future viability of humanity and of the cultures and societies in which we live. The authors describe the processes and major impediments in high level strategic planning, introduce a new mechanism, new tools and processes and provide a number of case studies to demonstrate the use of the proposed methodology.'Strategic Planning: Processes, Tools and Outcomes'will be invaluable reading for academics and students of planning and for planning practitioners around the world.

Behavioral strategy continues to attract increasing research interest within the broader field of strategic management. Research in behavioral strategy has clear scope for development in tandem with such traditional streams of strategy research that involve economics, markets, resources, and technology. The key roles of psychology, organizational behavior, and behavioral decision making in the theory and practice of strategy have yet to be comprehensively grasped. Given that strategic thinking and strategic decision making are importantly concerned with human cognition, human decisions, and human behavior, it makes eminent sense to bring some balance in the strategy field by complementing the extant emphasis on the “objective'economics-based view with substantive attention to the “subjective” individual-oriented perspective. This calls for more focused inquiries into the role and nature of the individual strategy actors, and their cognitions and behaviors, in the strategy research enterprise. For the purposes of this book series, behavioral strategy would be broadly construed as covering all aspects of the role of the strategy maker in the entire strategy field. The scholarship relating to behavioral strategy is widely believed to be dispersed in diverse literature. These existing contributions that relate to behavioral strategy within the overall field of strategy has been known and perhaps valued by most scholars all along, but were not adequately appreciated or brought together as a coherent sub-field or as a distinct perspective of strategy. This book series on Research in Behavioral Strategy will cover the essential progress made thus far in this admittedly fragmented literature and elaborate upon fruitful streams of scholarship. More importantly, the book series will focus on providing a robust and comprehensive forum for the growing scholarship in behavioral strategy. In particular, the volumes in the series will cover new views of interdisciplinary theoretical frameworks and models (dealing with all behavioral aspects), significant practical problems of strategy formulation, implementation, and evaluation, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with potential for wider application of behavioral strategy. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the subject of behavioral strategy. Behavioral Strategy for Competitive Advantage contains contributions by leading scholars in the field of behavioral strategy research. The 8 chapters in this volume deal with a number of significant issues relating to how behavioral strategy may serve to create competitive advantage, covering topics such as decision change timing, top management regulatory focus, cognitive foundations of pricing decisions, short-termism in HRM, and the effects of managerial role enactments on alliance performance. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on the role of behavioral strategy in enhancing competitive advantage.

Getting what you want – even if you are the boss – isn't always easy. Almost every organization, big or small, works among a network of competing interests. Whether it's governments pushing through policies, companies trying to increase profits, or even families deciding where to move house, rarely can decisions be made in isolation from competing interests both within the organization and outside it.In this accessible and straightforward account, Hans de Bruijn and Ernst ten Heuvelhof cast light on multi-stakeholder decision-making. Using plain language, they reveal the nuts and bolts of decision-making within the numerous dilemmas and tensions at work. Drawing on a diverse range of illustrative examples throughout, their perceptive analysis examines how different interests can either support or block change, and the strategies available for managing a variety of stakeholders.The second edition of Management in Networks incorporates a wider spread of international cases, a new chapter giving an overview of different network types, and a new chapter looking at digital governance and the impact of big data on networks.This insightful text is invaluable reading for students of management and organizational studies, plus practitioners – or actors – operating in a range of contexts.

So much to read, so little time? This brief overview of Smarter Faster Better tells you what you need to know—before or after you read Charles Duhigg's book. Crafted and edited with care, Worth Books set the standard for quality and give you the tools you need to be a well-informed reader. This summary of Smarter FasterBetter by Charles Duhigg includes: Historical contextChapter-by-chapter summariesCharacter profilesDetailed timeline of eventsImportant quotesFascinating triviaGlossary of termsSupporting material to enhance your understanding of the original workAbout Smarter Faster Better by Charles Duhigg: Smarter Faster Better:The Secrets of Being Productive in Life and Business provides an in-depth look at some of the world's most successful individuals, teams, and corporations, and breaks down the secrets of their productivity. With deep analysis backed by recent scientific research, Smarter FasterBetter uncovers the art and science of how to get more done. From the story of how a group of creatives turned a failed script into Disney's megahit Frozen, to Jack Welch's ambitious goals at General Electric in the'90s, to the trials and travails of a marine at basic training, Smarter Faster Better explains the science of productivity in a relatable, actionable, and interesting way. The summary and analysis in this ebook are intended to complement your reading experience and bring you closer to a great work of nonfiction.

Financial Management for Decision Makers provides you with an introduction into the world of financial management. Assuming no previous knowledge of financial management, this book gradually builds your knowledge of the subject and how to apply these theories into practice. Alongside the book, you can visit the new Financial Management for Decision Makers companion website at www.pearsoned.co.uk/atrill to access a comprehensive range of student-learning resources, including additional questions, web links for further reading and a glossary of key terms.

This book was developed to help students and researchers in the fields of economics, finance, law and other social science areas to understand and apply neuroscience. With the use of neuroscience technologies, it is now possible to understand how people make decisions in practice, using friendly and ecological experimental setups. The first half of the book studies the decision-making process and explains how the brain is organized. It presents the brain as a distributed processing system, shows how to record brain activities, and how to combine neurosciences and statistical tools to design experiments. In the last chapters, experiments on stock market decision, dilemma judgment, vote decision and understanding of media propaganda are described and discussed.

The shifting influence of growing organizational cultures and individual standards has caused significant changes to modern organizations. By creating a better understanding of these influences, the quality of organizations can be improved. Exploring the Influence of Personal Values and Cultures in the Workplace is a pivotal reference source for the latest research on how culture and personal values shape and influence employees'actions, behaviors, and leadership styles. Featuring extensive coverage on relevant areas such as psychological health, career management, and job satisfaction, this publication is an ideal resource for practitioners, professionals, managers, and researchers seeking innovative perspectives on the impact of personal values and cultures in the workplace.

The Business Reference Guide series is designed to provide a solid foundation for the research of various business topics.

With a comprehensive and accessible introduction to the subject, Financial Accounting for Decision Makers focuses on the ways in which financial statements and information can be used to improve the quality of decision making. The practical emphasis throughout the book ensures the material is always relevant, whilst the authors'style of introducing topics gradually and explaining technical terminology in a clear, friendly style caters for all students, whether on specialist accounting or non-specialist business degrees.

Management techniques such as strategic planning, project management or operational budgeting, aim to reduce ambiguity and provide clarity. So it is one of the great ironies of modern corporate life that these techniques often end up doing the opposite: increasing ambiguity rather than reducing it. It is easy enough to understand why: organizations are complex entities and it is unreasonable to expect management models, such as those that fit neatly into a 2•2 matrix or a predetermined checklist, to work in the real world. Indeed, expecting them to work as advertised is akin to colouring a paint-by-numbers Mona Lisa with the expectation of recreating Da Vinci's masterpiece. Ambiguity has not been tamed: reality will still impose itself no matter how alluring the model is. Unfortunately, most of us have a deep aversion to situations that involve even a hint of ambiguity. Recent research in neuroscience has revealed the reason for this: ambiguity is processed in the parts of the brain which regulate our emotional responses. As a result, many people associate ambiguity with feelings of anxiety. When kids feel anxious, they turn to transitional objects such as teddy bears or security blankets, providing them with a sense of stability when situations or events seem overwhelming. We contend that as grown-ups, we don't actually stop using teddy bears - they take a different form. Backed by research, we illustrate that management models, fads and frameworks are akin to teddy bears. They provide the same sense of comfort and certainty to corporate managers and minions as real teddies do to distressed kids. This is not a problem in many cases. Children usually outgrow their need for a teddy, unless if development is disrupted or arrested in some way. If this happens, the transitional object can become a fetish – an object that is held on to with a pathological intensity, simply for the comfort that it offers in the face of ambiguity. The corporate reliance on simplistic solutions for the complex challenges faced is akin to little Johnny believing that everything will be OK provided he clings on to Teddy. Ambiguity is a primal force that drives much of our behaviour. It is typically viewed negatively - something to be avoided or to be controlled. The truth however, is that it is a force that can be used in positive ways too. The Force that gave the Dark Side their power in the Star Wars movies was harnessed by the Jedi in positive ways. Similarly, this new management book shows how ambiguous situations, so common in the corporate world, are processed by the brain, and the behaviours that often arise as a consequence. More importantly, though, it shows you how to harness that ambiguity to achieve outstanding results.

Probabilistic modeling represents a subject spanning many branches of mathematics, economics, and computer science to connect pure mathematics with applied sciences. Operational research also relies on this connection to enable the improvement of business functions and decision making. Analyzing Risk through Probabilistic Modeling in Operations Research is an authoritative reference publication discussing the various challenges in management and decision science. Featuring exhaustive coverage on a range of topics within operational research including, but not limited to, decision analysis, data mining, process modeling, probabilistic interpolation and extrapolation, and optimization methods, this book is an essential reference source for decision makers, academicians, researchers, advanced-level students, technology developers, and government officials interested in the implementation of probabilistic modeling in various business applications.

For more than half a century the developed world has been chasing productivity. It's financed our wealth but that part of output on which our continued prosperity depends - productivity growth - is petering out. The traditional scapegoat has been the dearth of worker skills. But the worker skills base has never been higher! The other explanation is that it is managers who are not giving full value to their employers. The way they're making decisions is conferring virtually no upside potential, which means they're leaving us wide open for experience-poor competitors to step into our experience-rich shoes. Exactly as Japan did in the 1960s and the so-called BRICK countries - Brazil, Russia, India, China (especially China) and Korea - are threatening now. If creeping uncompetitiveness is not to overtake us, from where are the next round of productivity gains to come from? Identifying some gaping holes in the way managers are taught to manage, this book outlines both the size of the problem and a solution. Businesses and other organizations, the author says, have to substantially raise the quality of their decision-making. For this to happen, they need to be much better experiential learners. And for experiential learning to take place, companies and other institutions have to better manage their corporate DNA, the institution-specific experiences otherwise known as Organizational Memory. OM, which characterizes any organization's ability to perform, is the single biggest influence on decision-making excellence. It is a factor of production that has already been paid for at great expense, yet is readily discarded in the backwash of the biggest change in workplace practice for more than a century - the actively-encouraged flexible labour market. Corporate DNA explains why this key component of intellectual capital should be better managed, can be better managed and, particularly, how it can be used to help organizations reduce the pandemic of repeated mistakes, rei

Compared to technology, management practices have not really changed much over time. The typewriter and mimeograph machine are artifacts from a lost civilization. Ironically, the way we solve problems, make decisions and resolve issues are also artifacts from that past. The grooves in our brains keep us from embracing new ways of perceing and understanding. Complexity becomes overwhelming when we limit our mental bandwidth this way. Confessions of a Corporate Shaman is about expanding our personal bandwidth. There is a field of greater intelligence available to us. If we embody the parts of a problem and arrange them as a system we can tap into that intelligence and benefit from what we learn. A big problem quickly shrinks. Opaque complexity gains clarity and simplicity. This visual process, powered by the nearly limitless power of the subconscious mind, generates transformative insights and new possibilities. The shaman in some traditions is “the one who sees.” Everyone has this innate capacity. The invitation between these covers is to embark on your personal hero's journey. Whether your challenge is about leading others, leading yourself or trying to understand and resolve the obstacles to organizational change the place to start is within yourself. The compass that will guide you is to be the change you want to see in others. As you explore the inner dynamics that shape your world hopefully you will feel inspired to embrace those dynamics as an essential part of your mission and leadership path.

Financial statement analysis involves an understanding of an entity by applying analytical techniques to its accounting numbers. However, financial statement analyses are going through a transformation similar to the manufacturing age changing to information centered orientation. That is, it is no longer sufficient to understand the tools for analyzing financial accounting information. Other types of relevant information that are not directly captured by financial statement information have a profound effect on creditors, investors, reporting bureaus, governmental agencies and regulators. This text differs from other financial statement textbooks in that it not only takes the traditional analysis of financial information, but also management and economic information that is not directly measurable or easily derived from financial accounting reports. Further, this textbook emphasizes the measurement and valuation of brand, sustainability, ethical systems and trusts systems. Moreover, this text also differs in that it provides a modeling viewpoint of information analysis linked with decision makers'perception and judgments before arriving at a decision. The modeling perspective enhances financial statement analysis by: 1. Including not only financial information, but also management and economic information 2. Combining the passive tools used in investment and financial analysis (e.g., ratio analysis) with individual's framing of the problem (perception) and analysis (judgment) before arriving at a decision 3. Viewing information analysis through a camera lens reinforced by a basic two stage modeling approach in order to support decisions regarding a particular course of action to implement. Further, this text transforms what other financial statement analysis textbooks emphasize as an “input-output and static analysis” approach to a more “dynamic and process” approach. In addition, this textbook divulges from a “financial analysis” viewpoint to a “knowledge creation” perspective. This new “knowledge creation” perspective is intended for upper level undergraduates and graduate students, such as accounting, economic, finance, information systems, marketing, organizational behavior students, and psychology and sociology students. In addition, this book can be beneficial to government, non-profit and business oriented individuals.

Behavioral strategy continues to attract increasing research interest within the broader field of strategic management. Research in behavioral strategy has clear scope for development in tandem with such traditional streams of strategy research that involve economics, markets, resources, and technology. The key roles of psychology, organizational behavior, and behavioral decision making in the theory and practice of strategy have yet to be comprehensively grasped. Given that strategic thinking and strategic decision making are importantly concerned with human cognition, human decisions, and human behavior, it makes eminent sense to bring some balance in the strategy field by complementing the extant emphasis on the “objective'economics-based view with substantive attention to the “subjective” individual-oriented perspective. This calls for more focused inquiries into the role and nature of the individual strategy actors, and their cognitions and behaviors, in the strategy research enterprise. For the purposes of this book series, behavioral strategy would be broadly construed as covering all aspects of the role of the strategy maker in the entire strategy field. The scholarship relating to behavioral strategy is widely believed to be dispersed in diverse literatures. These existing contributions that relate to behavioral strategy within the overall field of strategy has been known and perhaps valued by most scholars all along, but were not adequately appreciated or brought together as a coherent sub-field or as a distinct perspective of strategy. This book series on Research in Behavioral Strategy will cover the essential progress made thus far in this admittedly fragmented literature and elaborate upon fruitful streams of scholarship. More importantly, the book series will focus on providing a robust and comprehensive forum for the growing scholarship in behavioral strategy. In particular, the volumes in the series will cover new views of interdisciplinary theoretical frameworks and models (dealing with all behavioral aspects), significant practical problems of strategy formulation, implementation, and evaluation, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with potential for wider application of behavioral strategy. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the subject of behavioral strategy. Decision Making in Behavioral Strategy contains contributions by leading scholars in the field of behavioral strategy research. The 10 chapters in this volume cover a number of significant issues relating to the decision making processes, practices, and perspectives in the field of behavioral strategy, covering diverse topics such as failures in acquisitions, entrepreneurs under ambiguity, metacognition, neural correlates of emotion, knowledge flows, behavioral responses, business modeling, and alliance capability. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on decision making in behavioral strategy.

NEW YORK TIMES BESTSELLER • The author of The Power of Habit and Supercommunicators and “master of the life hack” (GQ) explores the fascinating science of productivity and offers real-world takeaways to apply your life, whether you're chasing peak productivity or simply trying to get back on track.“Duhigg melds cutting-edge science, deep reporting, and wide-ranging stories to give us a fuller, more human way of thinking about how productivity actually happens.”—Susan Cain, author of Quiet In The Power of Habit, Pulitzer Prize–winning journalist Charles Duhigg explained why we do what we do. In Smarter Faster Better, he applies the same relentless curiosity and rich storytelling to how we can improve at the things we do. At the core of Smarter Faster Better are eight key concepts—from motivation and goal setting to focus and decision making—that explain why some people and companies get so much done. Drawing on the latest findings in neuroscience, psychology, and behavioral economics—as well as the experiences of CEOs, educational reformers, four-star generals, FBI agents, airplane pilots, and Broadway songwriters—this book reveals that the most productive people, companies, and organizations don't merely act differently. They view the world, and their choices, in profoundly different ways. Smarter Faster Better is a story-filled exploration of the science of productivity, one that can help us learn to succeed with less stress and struggle—and become smarter, faster, and better at everything we do.

تختلف نظرة الاشخاص للمشكلات باختلاف درجة ثقافتهم و نظرتهم للامور, حيث يري كل شخص مشكلة معينة من منظور يختلف عن الاخر و حسب الضرر الذي يصيبه منها, و قد تبدا الية حل المشكلات بناء علي ظهور خلل ملفت للانتباه او وجود انحراف عما هو مخطط له مسبقا, و هنا يظهر دور المبدعين في حل المشكلات حيث يتتبع الشخص المبدع اسباب المشكلة و ظروف حدوثها

In view of the prolonged financial meltdown and the resulting clash of socio-economic interests, both between nations and within societies, unforeseen challenges have to be met by contemporary managers. The current organizational, financial, political and social situation calls for innovative, out-of-the-box solutions, while also presenting a unique “opportunity” for management scholars, practitioners and policy makers to work out and bring forward creative and imaginative, as well as realistic, responses to problems. Appealing to scholars, students, researchers and practitioners, and covering a wide spectrum of organizational types and institutions, this book provides scientific evidence, direction and insight on issues associated with confronting challenges related to the contemporary socio-economic scenario. In this respect, the book presents conceptual and empirical research, putting forward a wide range of paradigms and ideas transcending conventional theory, on finding innovative solutions to contemporary business and managerial challenges. It brings forward contemporary theoretical underpinnings across an array of sectors and organizational structures, while also presenting their practical implementations.

The objective of this research annual is to present state-of-the-art studies in the application of management science to the solution of significant managerial decision making problems. We hope that this research annual will significantly aid in the dissemination of actual applications of management science in both the public and private sectors. Topics will include: applied management science studies in finance, management, operations, supply chain and productivity. Applications of Management Science is critical reading for those academics, researchers, and practitioners of management science to the solution of significant managerial decision making problems in both the public and the private sectors.

It has never been more important for businesses to operate within a framework of strategic planning and decision making. This popular text teaches you how to make the best choices in managerial and other business roles. Please note that the product you are purchasing does not include MyAccountingLab. MyAccountingLab Join over 11 million students benefiting from Pearson MyLabs.This title can be supported by MyAccountingLab, an online homework and tutorial system designed to test and build your understanding. Would you like to use the power of MyAccountingLab to accelerate your learning? You need both an access card and a course ID to access MyAccountingLab. These are the steps you need to take:1. Make sure that your lecturer is already using the system Ask your lecturer before purchasing a MyLab product as you will need a course ID from them before you can gain access to the system.2. Check whether an access card has been included with the book at a reduced cost If it has, it will be on the inside back cover of the book.3. If you have a course ID but no access code, you can benefit from MyAccountingLab at a reduced price by purchasing a pack containing a copy of the book and an access code for MyAcountingLab (ISBN:9781292072531)4. If your lecturer is using the MyLab and you would like to purchase the product...Go to www.myaccountinglab.com to buy access to this interactive study programme. For educator access, contact your Pearson representative. To find out who your Pearson representative is, visit www.pearsoned.co.uk/replocator

Il volume ha l'obiettivo di descrivere il percorso evolutivo che ha portato alla concezione ed allo sviluppo dei modelli d'azienda, quindi al conseguente succedersi di interpretazioni e rappresentazioni del fenomeno aziendale, forniti dalla dottrina in diversi periodi storici. L'obiettivo è perseguito mediante un'analisi della letteratura, che trae spunto dai principali studi sui modelli di carattere descrittivo, sviluppati per fornire un'interpretazione del fenomeno aziendale e da quelli sui modelli di carattere operativo-decisionale, progettati per migliorare la comprensione del funzionamento dell'azienda e che sono pertanto annoverabili tra gli strumenti di supporto alle decisioni manageriali. È posta inoltre in risalto la sincronia tra l'evoluzione dei modelli d'azienda ed il graduale incremento della complessità delle decisioni aziendali. Tale complessità, determinata dai fitti nessi causali che sussistono tra le variabili aziendali, dal diverso grado di sensibilità di tali relazioni e dall'impatto dei fattori di contesto ambientale, ha generato un sempre più ampio ricorso a modelli di carattere cognitivo, che analizzano approfonditamente la realtà al fine di trarne elementi utili per l'apprendimento manageriale, oltre che per il supporto ai processi decisionali. In tale prospettiva, e a completamento dello studio sull'evoluzione delle interpretazioni aziendali, il volume propone lo sviluppo di un Decision Support System, basato sui principi della simulazione economico-finanziaria, progettato in modo tale che, a certe condizioni, possa diventare un vero e proprio strumento che genera conoscenza sulle variabili aziendali, sui relativi rapporti di causa effetto e su alcuni dei fattori di contesto ambientale.

Why are group decisions so hard?Since the beginning of human history, people have made decisions in groups—first in families and villages, and now as part of companies, governments, school boards, religious organizations, or any one of countless other groups. And having more than one person to help decide is good because the group benefits from the collective knowledge of all of its members, and this results in better decisions. Right?Back to reality. We've all been involved in group decisions—and they're hard. And they often turn out badly. Why? Many blame bad decisions on “groupthink” without a clear idea of what that term really means.Now, Nudge coauthor Cass Sunstein and leading decision-making scholar Reid Hastie shed light on the specifics of why and how group decisions go wrong—and offer tactics and lessons to help leaders avoid the pitfalls and reach better outcomes. In the first part of the book, they explain in clear and fascinating detail the distinct problems groups run into:They often amplify, rather than correct, individual errors in judgmentThey fall victim to cascade effects, as members follow what others say or doThey become polarized, adopting more extreme positions than the ones they began withThey emphasize what everybody knows instead of focusing on critical information that only a few people knowIn the second part of the book, the authors turn to straightforward methods and advice for making groups smarter. These approaches include silencing the leader so that the views of other group members can surface, rethinking rewards and incentives to encourage people to reveal their own knowledge, thoughtfully assigning roles that are aligned with people's unique strengths, and more.With examples from a broad range of organizations—from Google to the CIA—and written in an engaging and witty style, Wiser will not only enlighten you; it will help your team and your organization make better decisions—decisions that lead to greater success.

'This book provides an interdisciplinary approach to predictive analytics, bringing together the fields of business, statistics, and information technology for effective decision making'--

'This book focuses on the role of technology in organizational decision-making processes and activities, providing academics and management teams with current research in the field of virtual teams in organizations'--

What lies behind decision-making and improved educational and managerial performance? This book tries to answer by putting forth meaningful strategies in the context of planning and executive functions. This is based on five broad themes: • Decisions are based on both emotions and rationality in varying proportions. • Emotions and rationality are functions of the brain. • Origin of planning and executive functions engaged in problem-solving, and how these functions are measured from three worlds, viz., world of physical objects, world of conscious and unconscious states and psychological control, and world of cultural products, such as language, theories in science, and objects of art. • Improvement in planning and executive functions helps in better performance in both educational achievements and managerial decision-making. • Methods to boost decision-making and planning. This book will interest Educational Planners and Managers in business administration as well as the undergraduate and postgraduate students of Psychology, Management and Education.

Behavioral strategy continues to attract increasing research interest within the broader field of strategic management. Research in behavioral strategy has clear scope for development in tandem with such traditional streams of strategy research that involve economics, markets, resources, and technology. The key roles of psychology, organizational behavior, and behavioral decision making in the theory and practice of strategy have yet to be comprehensively grasped. Given that strategic thinking and strategic decision making are importantly concerned with human cognition, human decisions, and human behavior, it makes eminent sense to bring some balance in the strategy field by complementing the extant emphasis on the “objective'economics-based view with substantive attention to the “subjective” individual-oriented perspective. This calls for more focused inquiries into the role and nature of the individual strategy actors, and their cognitions and behaviors, in the strategy research enterprise. For the purposes of this book series, behavioral strategy would be broadly construed as covering all aspects of the role of the strategy maker in the entire strategy field. The scholarship relating to behavioral strategy is widely believed to be dispersed in diverse literatures. These existing contributions that relate to behavioral strategy within the overall field of strategy has been known and perhaps valued by most scholars all along, but were not adequately appreciated or brought together as a coherent sub-field or as a distinct perspective of strategy. This book series on Research in Behavioral Strategy will cover the essential progress made thus far in this admittedly fragmented literature and elaborate upon fruitful streams of scholarship. More importantly, the book series will focus on providing a robust and comprehensive forum for the growing scholarship in behavioral strategy. In particular, the volumes in the series will cover new views of interdisciplinary theoretical frameworks and models (dealing with all behavioral aspects), significant practical problems of strategy formulation, implementation, and evaluation, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with potential for wider application of behavioral strategy. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the subject of behavioral strategy. Behavioral Strategy: Emerging Perspectives contains contributions by leading scholars in the field of behavioral strategy research. The 9 chapters in this volume cover a number of significant topics that speak to the emerging perspectives in the area of behavioral strategy. The chapter topics cover both the broader issues, such as cooperative behavior in strategic decision making, cognitive orientation and biases of executives, dynamics capabilities in organizational change, and the development of metamanagement practices, and the more focused discussions on a behavioral view of business modeling, the tenets of agency theory and Austrian economics, and the temporal dimensions of strategic risk behavior. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on behavioral strategy.

Employees are constantly making decisions and judgments that have the potential to affect themselves, their families, their work organizations, and on some occasion even the broader societies in which they live. A few examples include: deciding which job applicant to hire, setting a production goal, judging one's level of job satisfaction, deciding to steal from the cash register, agreeing to help organize the company's holiday party, forecasting corporate tax rates two years later, deciding to report a coworker for sexual harassment, and predicting the level of risk inherent in a new business venture. In other words, a great many topics of interest to organizational researchers ultimately reduce to decisions made by employees.Yet, numerous entreaties notwithstanding, industrial and organizational psychologists typically have not incorporated a judgment and decision-making perspective in their research. The current book begins to remedy the situation by facilitating cross-pollination between the disciplines of organizational psychology and decision-making. The book describes both laboratory and more “naturalistic” field research on judgment and decision-making, and applies it to core topics of interest to industrial and organizational psychologists: performance appraisal, employee selection, individual differences, goals, leadership, teams, and stress, among others. The book also suggests ways in which industrial and organizational psychology research can benefit the discipline of judgment and decision-making. The authors of the chapters in this book conduct research at the intersection of organizational psychology and decision-making, and consequently are uniquely positioned to bridging the divide between the two disciplines.

Adopting an innovative, open-learning approach to introduce the main principles of financial management in an accessible, non-technical way, this fully updated seventh edition provides a unique focus on the practical application of financial management and its role in decision making.

'This book aims to integrate different techniques into the world's fast-changing and dynamic society to better equip all readers and practitioners with the most effective knowledge of business and leadership practices'--

Die Elektromobilität hat sich zu einem neuen branchenübergreifenden Innovationsfeld in Deutschland entwickelt. Auch für regionale Ökonomien und deren wirtschaftliche Entwicklungspfade gewinnt das Thema zunehmend an Bedeutung. Ausgehend von theoretischen Überlegungen an der Schnittstelle von Wirtschaftsgeographie und Organisationsforschung geht die Arbeit der Frage nach, wie die Elektromobilität als neues wirtschafts- und forschungspolitisches Standortthema auf der regionalen Ebene aufgegriffen und verankert wird. In der qualitativen Untersuchung werden zwei regionale Institutionalisierungsprojekte in Berlin und Stuttgart einer pfadtheoretisch informierten Prozessanalyse unterzogen. Als deren Ergebnis kann die Relevanz intersektoraler Plattformarbeit festgehalten werden.

Business intelligence (BI) used to be so simple—in theory anyway. Integrate and copy data from your transactional systems into a specialized relational database, apply BI reporting and query tools and add business users. Job done. No longer. Analytics, big data and an array of diverse technologies have changed everything. More importantly, business is insisting on ever more value, ever faster from information and from IT in general. An emerging biz-tech ecosystem demands that business and IT work together. Business unIntelligence reflects the new reality that in today's socially complex and rapidly changing world, business decisions must be based on a combination of rational and intuitive thinking. Integrating cues from diverse information sources and tacit knowledge, decision makers create unique meaning to innovate heuristically at the speed of thought. This book provides a wealth of new models that business and IT can use together to design support systems for tomorrow's successful organizations. Dr. Barry Devlin, one of the earliest proponents of data warehousing, goes back to basics to explore how the modern trinity of information, process and people must be reinvented and restructured to deliver the value, insight and innovation required by modern businesses. From here, he develops a series of novel architectural models that provide a new foundation for holistic information use across the entire business. From discovery to analysis and from decision making to action taking, he defines a fully integrated, closed-loop business environment. Covering every aspect of business analytics, big data, collaborative working and more, this book takes over where BI ends to deliver the definitive framework for information use in the coming years. As the person who defined the conceptual framework and physical architecture for data warehousing in the 1980s, Barry Devlin has been an astute observer of the movement he initiated ever since. Now, in Business unIntelligence, Devlin provides a sweeping view of the past, present, and future of business intelligence, while delivering new conceptual and physical models for how to turn information into insights and action. Reading Devlin's prose and vision of BI are comparable to reading Carl Sagan's view of the cosmos. The book is truly illuminating and inspiring. --Wayne Eckerson, President, BI Leader Consulting Author, “Secrets of Analytical Leaders: Insights from Information Insiders”

If thinking is inside the box, and critical thinking is outside the box, refractive thinking is beyond the box. The Refractive Thinker® series provides doctoral scholars with a collaborative opportunity to promote and publish their work in a peer reviewed publication, which meets the university standard. Our goal is to provide an affordable outlet for scholars that supports the tremendous need for dynamic dialogue and innovation while providing an additional clout and recognition for each contributing author. Unlike most academic books that merely define research, The Refractive Thinker offers unique application of research methodologies from the perspective of multiple authors – each offering a chapter based on their specific expertise. To learn more about the book contact, go to http://www.refractivethinker.com.