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Academic literature on the topic 'Beslutsfattande. Beslutsteori'
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Dissertations / Theses on the topic "Beslutsfattande. Beslutsteori"
Broberg, Benjamin, and Daniel Erlandsson. "Beslutsfattande vid förvärv av bostadshyresfastigheter." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-34834.
Full textGustafsson, David, and Patrik Sigurdson. "Implementeringen av IFRS 16 : En kvalitativ studie som granskar företagens beslutsfattande vid implementeringen." Thesis, Högskolan Kristianstad, Fakulteten för ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-20035.
Full textHolmström, Julia. "Intuitioner och Intuitivt Beslutsfattande i Prehospital Akutsjukvård : Ambulanspersonalens Syn på Intuition i Kritiska Lägen." Thesis, Linköpings universitet, Institutionen för datavetenskap, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-80049.
Full textWilliam, Hagman. "Du Gjorde Vad!? : Naturligt Beslutsfattande och Intuition hos Experter." Thesis, Linköpings universitet, Institutionen för datavetenskap, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-70046.
Full textAndersson, Conny, and Victoria Jörgensen. "Beslutsfattande vid övergången till multikanal företag : En kvalitativ studie om resonemanget inför beslutet att anskaffa e-handel." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-42134.
Full textSmedberg, Jenny, and Hanna Norbeck. "Beslutsprocessen : en studie om beslut angående den frivilliga revisionen." Thesis, Högskolan på Gotland, Institutionen för humaniora och samhällsvetenskap, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hgo:diva-1028.
Full textThere has been a change in the law that allows small and medium-sized companies in Sweden to have voluntary audit if they are below or only exceed one of the following three limits: (1) 3 million in net sales, (2) 1, 5 million in total assets or (3) more than three employees. Since the change in the law about voluntary audit is relatively new, many companies are either in the middle of their decision-making process or have just made a decision. The process of making decision is a continuous process that every company faces every day, which regards every level of the organization. The main purpose of this paper is to analyze how and on what basis the companies have made a decision regarding the voluntary audit. The study will contribute to a deeper knowledge and understanding of how decisions are taken, in general, and how this particular decision about audit has been made. The questions this study aims to examine is: What characterizes a company that believes that they need an audit? What basis is the decision made on? The study has not shown any common and clear characteristics of the companies that decided that they need audit, however the majority of the researched companies thought that the cost of the audit was worth more than the time the organization needed to be updated on the new laws, rules and practices. The results of the research have shown that the safety audit gives is the most important factor when deciding whether to keep auditor or not. The reason for this is the fact that audit adds credibility and reliability in front of their creditors and other stakeholders.
Riabacke, Ari. "Development of Elicitation Methods for Managerial Decision Support." Doctoral thesis, Sundsvall : Mittuniversitetet, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:miun:diva-40.
Full textAhmadi, Jah Robert Roham, Daniel Chatten, and Ali Hesen Sabah. "Analysera eller gå på magkänsla? : Hur svenska chefer använder analys och intuition i sina beslut under Coronakrisen." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-104827.
Full textA crisis such as the Covid-19 pandemic is an extreme situation that differs from day-to-day situations and require that the right decisions be made. Such extreme situations put pressure on managers in organizations to make decisions that many times are improvised, in part because of time pressure and stress, and in part because each crisis is unique and makes it harder to know what the right decision is. The decisions managers make during a crisis are often different from how those decisions would have been made during a normal situation. Should the manager analyse the situation before the decision is made because the crisis is so complex, or should the manager instead follow his or her gut feeling because the crisis’ complexity is too overwhelming to possibly analyse? Such a question has received much attention in research of decision making, not least under extreme situations and crisis such as a pandemic. The purpose of this study is to increase the understanding of how managers deal with the improvised decision making that occur during a crisis. This study contrasts analytical decisions to intuitive decisions, while at the same time opens for the possibility that both styles of decision making could be combined. Interviews have been made with managers from different industries throughout Sweden to increase the understanding of crisis decision making during the Covid-19 pandemic. The study shows that most managers use analysis or combine analysis with intuition. Few managers tend to use intuition only. Furthermore, this study shows that the way the manager views the crisis can affect the decisions that he or she makes. If the manager views the merely as a threat, he or she will tend to focus on internal activities aimed at reducing the negative effects caused by the pandemic on the organisation and their members. If the manager chooses also to view the pandemic as an opportunity, it can lead to external activities that can take advantage of the pandemic, by for example expanding their business and business network. The study shows that most decisions have been made through communication and interplay with other actors. Only few decisions have been made without any communication or interplay whatsoever. The fact that most decisions have been made through communication with others seem to have reduced the effect of different biases. Managers have become less partial when other people’s perspectives have been included in the decisions. Finally, most managers believe that this pandemic has made them a better decision maker, and some believe that prior stressful situations and crisis have greatly assisted them during this pandemic.
Vieliute, Roberta. "Inuti "den svarta lådan" : En kvalitativstudie om beslutsfattares sociala interaktionsmönster i beslutsprocessen på Migrationsverkets asylprövning." Thesis, Stockholms universitet, Sociologiska institutionen, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-111800.
Full textThis qualitative study aims to investigate, identify and analyze social interaction patterns regarding the decision-making process at the Migration board’s asylum processing unit from the perspective of the asylum officer. Empirical data, which is collected through semi-structured interviews with asylum officers from different Migration board entities, is analyzed by employing different theories on decision-making in the context of administrative behavior and diffusion of responsibility. The outcome of the study shows that there is an intricate social interaction pattern in the asylum decision process and three communication types have been identified: informal, formal and semi-formal. The asylum officer switches between these types in the various stages of the decision-making process. Through developed social communication patterns, a time-pressured decision-making plan is put in action. Generally, the study demonstrates the bounded rationality of the administrative person. Due to lack of sociological research in this area, this study is a contribution to the field.