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Journal articles on the topic 'Decision-making decentralization'

Author: Grafiati

Published: 7 June 2025

Last updated: 17 July 2025

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Dr.L.P. Raju, Dr L. P. Raju, and Dr Gunde Gowda. "Gandhian Satyagraha, Decentralization and Decision Making Consensus." International Journal of Scientific Research 3, no. 2 (2012): 205–7. http://dx.doi.org/10.15373/22778179/feb2014/67.

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Mankoe, Joseph, and Bill Maynes. "Decentralization of educational decision-making in Ghana." International Journal of Educational Development 14, no. 1 (1994): 23–33. http://dx.doi.org/10.1016/0738-0593(94)90005-1.

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Richardson, Hettie A., Robert J. Vandenberg, Terry C. Blum, and Paul M. Roman. "Does Decentralization Make a Difference for the Organization? An Examination of the Boundary Conditions Circumbscribing Decentralized Decision-Making and Organizational Financial Performance." Journal of Management 28, no. 2 (2002): 217–44. http://dx.doi.org/10.1177/014920630202800205.

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Recently, there has been increased interest in the organizational gains that can be achieved by decentralizing decision-making authority to lower level employees. Yet, literature examining the relationship of decentralization to organizational performance is both scarce and equivocal. The current study examines decentralization’s influence on financial performance in a sample of behavioral healthcare treatment centers. As expected, the decentralization-financial performance relationship is moderated by key organizational characteristics. Implications of the findings are presented.

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Sabaruddinsah, Sabaruddinsah. "DESENTRALISASI PENGAMBILAN KEPUTUSAN DAN PENERIMAAN IMPLEMENTASI SISTEM IMFORMASI KEUANGAN DAERAH (SIKD) DI KOTA/KABUPATEN BEKASI." JRAK: Jurnal Riset Akuntansi dan Komputerisasi Akuntansi 2, no. 2 (2010): 1–18. http://dx.doi.org/10.33558/jrak.v2i2.134.

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This study examines influence decentralization of decision making toward implementation Government Financial Information System (SIKD) to test of the influence of implementation Government Financial Information System (SIKD) toward performance officer and satisfaction officer as intervening and moderating variable.This research represents the empirical test which used convenience sampling techniques in data collection. Data were collected from 10 officers for each 6 of Bekasi. Data analysis uses Structural Equation Model (SEM) with the program Plural Least Square (PLS).Result of hypothesis examination indicates that seven hypothesis are given but which are accepted five hypothesis and two hypothesis is only refused. Accepted hypothesis 1 there are positive influence between decentralization of decision making to adoption officer and significant. Accepted hypothesis 2 there are positive influence between decentralization of decision making to implementation Government Financial Information System (SIKD) and significant. Accepted hypothesis 3 there are adoption officer to implementation Government Financial Information System (SIKD) and significant. Accepted hypothesis 5 there are decentralization of decision making to design SIKD and significant. Accepted hypothesis 6 there are negative influence between decentralization of decision making to implementation Government Financial Information System (SIKD) that is mediated by adoption officer which adoption officer is moderating variable and significant. Refused hypothesis 4 there are positive influence between design SIKD to implementation Government Financial Information System (SIKD) but not significant. And Refused hypothesis 7 there are negative influence between decentralization of decision making to implementation Government Financial Information System (SIKD) that is mediated by design SIKD which design SIKD is not moderating variable and also not significant.

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Anggiria, Kristanti Srika, and Sri Trisnaningsih. "The Role of Behavioral Accounting Aspects in Organization Decentralization and Performance Evaluation in Companies in Indonesia." Asian Journal of Management Analytics 3, no. 2 (2024): 429–38. http://dx.doi.org/10.55927/ajma.v3i2.8601.

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Organizational decentralization can increase organizational efficiency and effectiveness, but it can also cause several problems. This research aims to analyze aspects of behavioral accounting that are relevant to organizational decentralization and performance evaluation. This research uses a literature review study technique. The method for collecting data in this research is through literature study. The data that has been collected is then analyzed in three stages, namely data reduction, data presentation, and conclusion. The research results show that the behavioral accounting aspect of decentralization and performance evaluation is a concept that includes human resource management, budget control, and decision making in organizations. Aspects of behavioral accounting in decentralization and performance evaluation include tight budget control, decision-making, employee performance, motivation, decision-making, leadership, reward systems, satisfaction, conflict, and pressure.

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Im, Tobin. "Evaluating 10 Years' Experiences of Decentralization: The Emphasis of Intergovernmental Relations and Decision-Making Structure." Korean Journal of Policy Studies 16, no. 2 (2002): 11–22. http://dx.doi.org/10.52372/kjps16202.

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The purpose of this paper is to examine the evolution of the intergovernmental relations in Korea since the decentralization reforms begun in 1991. This study evaluates the Korean experience of 10 years of decentralization has significantly changed the decision-making structure in the country. Even though the apparent framework of tiers and local governments are the same as those before decentralization reform, the real number of decision-making units has increased and a new decision making structure has emerged since the introduction of local elections. The creation of local council as well as the elections of heads of local government brought about the loss of the central government’s controlling power over local governments. However many people are not satisfied with the actual state of decentralization. Constrains and limits that most local governments face support this thesis. In this point of view, the experience of the last ten years can be summarized as ‘controlled decentralization’. However, the central government is not totally responsible for this dissatisfaction. Citizens’ low participation and local governments’ incapacity and inefficiency are also responsible. These resulted in ‘the New Iron Triangle’ Model of decision making.

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Garrido, José Luis Garcia. "Decentralization of Decision Making and Its Relationship to Internationalization." European Education 25, no. 4 (1993): 57–65. http://dx.doi.org/10.2753/eue1056-4934250457.

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Sha, Jingyu. "Corporate Group Decision-making Authority Allocation and Digital Transformation." Advances in Economics and Management Research 10, no. 1 (2024): 162. http://dx.doi.org/10.56028/aemr.10.1.162.2024.

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With the continuous development of digital technology, the digital economy has become an important direction for economic development. At the micro-level, how to promote corporate digital transformation is a topic of common concern for academia and practitioners. This paper empirically tests the logical relationship between corporate group decision-making authority allocation and digital transformation using samples of A-share listed companies from 2010 to 2021. The research finds that decentralization within corporate groups significantly promotes digital transformation. Furthermore, for non-state-owned enterprises, high-tech enterprises, and companies operating in periods of monetary policy tightening or high industry competition, decentralization has a more significant effect on promoting digital transformation. The results are of great significance for corporate groups in determining appropriate decision-making authority allocation patterns to achieve digital transformation.

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Ayundha, Evanthi, and Mukti Azhar Ratih. "The Effects of Organizational Design and Decision Making Process on Organizational Performance." Journal of Economics, Finance And Management Studies 4, no. 11 (2021): 2251–58. https://doi.org/10.47191/jefms/v4-i11-17.

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This research was aimed to analyze organizational performance through organizational design and decision making process. Garuda Indonesia was chosen as the case study object of this research, because the condition of organizational design and decision making process were taken through decentralization method. This research result referred that the organizational design and decision making process could affect positively on organizational performance, which in this recent research, the organizational design was proven to deliver positive effects on organizational performance, but only on organic org. form. Garuda Indonesia as a full service airline needed innovation to keep improving and being customer choice, which the strategic decision making was taken through decentralization method according to the dynamic needs in the middle of competitive environment with full of uncertainties.

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Bangchokdee, Sirilak, and Lokman Mia. "The role of senior managers’ use of performance measures in the relationship between decentralization and organizational performance." Journal of Accounting & Organizational Change 12, no. 2 (2016): 129–51. http://dx.doi.org/10.1108/jaoc-11-2012-0110.

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Purpose This paper aims to examine the role of senior managers’ use of financial and non-financial performance measures in the relationship between decentralization and organizational performance in the hotel industry. Design/methodology/approach Data were collected using a mailed questionnaire. General Managers in charge of medium-to-large hotels in Thailand completed the questionnaire. In total, 131 general managers, one from each hotel, participated in the study. Path analysis technique was used to test the hypotheses. Findings The results indicate that the general managers’ use of financial and non-financial performance measures fully mediates the relationship between the extent of decentralization of decision-making and hotel performance. The results reveal that the decentralization of decision-making alone is not enough to help a hotel improve its performance. Indeed, the relationship between decentralization of decision-making and hotel performance exists only via the general manager’s use of the performance measures. It is contended that a general manager’s use of the performance measures in a hotel encourages department managers to make appropriate decisions to successfully improve their department’s performance which, in turn, leads to increased performance of the hotel. Originality/value This study provides empirical evidence indicating how senior managers in hotels with decentralized decision-making could use performance measures to better manage their hotels, thereby improving the hotel’s performance. An in-depth analysis of the data reveals that the senior manager’s use of the non-financial, and not the financial, performance measures is a mediator of the relationship between decentralization of decision-making and hotel performance.

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Shiwakoti, Rabindra. "Relationship between Policy and Practices of Decision Making in Public Schools." Interdisciplinary Research in Education 5, no. 1-2 (2021): 69–78. http://dx.doi.org/10.3126/ire.v5i1-2.34736.

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This study is critically analyzed the relationship between policy and practices of decision making in public schools of Nepal. I tried to explore the relationship between policy and practicesin two districts of Kathmandu valley by using qualitative data using power and decentralization theoryand different decision-making models. I understood that parents, head teacher, and teachers apply decentralization cum power theory in decision making practices in schools. I also found that these authorities mainly take decisions in physical resource management, teacher recruitment, and program extension. I also came to understand that mixed- model approach is blended between head teacher, teacher and community control model. At the practicing level, I found gap in the use of power in various aspects of decision making. I also found that these gaps were observed because of practicing of head teacher control model. The study implies that decision making process at the school level needs a new model that must be more contextual and participatory for the effective school management.

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Azis, Taufiqurrahman, Winston Pontoh, and Claudia W. M. Korompis. "Pengaruh desentralisasi terhadap kinerja manajer yang dimediasi oleh sistem akuntansi manajemen (Studi kasus pada dealer dan showroom di Kota Manado)." Manajemen Bisnis dan Keuangan Korporat 2, no. 2 (2024): 259–69. http://dx.doi.org/10.58784/mbkk.191.

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Good interaction between the management accounting system and decentralization will give positive results to the manager's performance due to the alignment of information and decision-making that can improve the company's performance. The purpose of this study to find out the effect of decentralization on manager performance mediated by management accounting system on dealerships and showrooms in Manado City. This study used an extended multiple regression analysis model with an analytical path model. The results of decentralization research directly affect the significance of managerial performance. It means that the greater the degree of delegation of authority and responsibility of top management to middle and lower managers in the form of decision-making, the higher the managerial performance. Decentralization has a significant effect on the management accounting system, but the management accounting system has no significant effect on the manager's performance. From these results, the management accounting system was unable to mediate the influence of decentralization on manager performance.

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Andrews, Rhys. "Organizational Size and Social Capital in the Public Sector." Review of Public Personnel Administration 37, no. 1 (2016): 40–58. http://dx.doi.org/10.1177/0734371x16643575.

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Organization theory suggests that the strength of the ties between employees is likely to be weaker in large organizations, but that decentralization of decision making can help generate norms of collaboration, trust, and shared mission. This article explores the separate and combined effects of size and decentralization on perceptions of organizational social capital in central government agencies in Europe. The statistical results suggest that there is a negative relationship between organization size and organizational social capital and a contrasting positive relationship between decentralized decision making and social capital. Further analysis revealed that decentralization of key decisions can overcome the internal social dysfunctions associated with being a big organization. Theoretical and practical implications are discussed.

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Said, Haider, and Amir Rasheed. "The Impact of Authorization on Strategic Decision Execution: The Mediating Role of Trust Variables Sample Survey of National Security Advisor Staff." Al Kut Journal of Economics and Administrative Sciences 15, no. 49 (2023): 158–83. http://dx.doi.org/10.29124/kjeas.1549.8.

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This study typically aims to determine the role and impact of decentralization on the strategic decision-making execution process in national security advisors, and to diagnose and determine the relationship between these two variables, as it represents the variables of decentralization and trust (intermediate variables). Independent variables, while the execution of strategic decisions represents a dependent variable and draws a series of conclusions, the most prominent of which is that decentralization has the greatest impact on the execution of strategic decisions, indicating that leadership National security advisors trust their employees and empower them to make and execute strategic decisions, confirming that trust has a moral and positive impact on all aspects of strategic decision-making.

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Sylvester, Solomon, Adi Daniel David, and Mamman Farida Abubakar. "Evaluating the Effects of Centralization and Decentralization on Strategic Implementation at Federal University Wukari." International Journal of Advanced Multidisciplinary Research and Studies 4, no. 5 (2024): 801–7. http://dx.doi.org/10.62225/2583049x.2024.4.5.3327.

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This study investigates the effects of centralization and decentralization on strategy implementation in Federal University Wukari, Nigeria. Utilizing a cross-sectional research design, the study explores how governance structures—specifically top-level decision-making, uniform policy enforcement, departmental autonomy, and participatory decision-making—impact the effectiveness of strategic implantation within the university. A sample of 150 administrative staff, faculty heads, and department coordinators was selected using a stratified random sampling technique. Data were collected via structured questionnaires and analyzed using descriptive and inferential statistics, including multiple regression analysis. The results reveal that all four dimensions significantly affect strategy implementation. Top-level decision-making and uniform policy enforcement (centralization aspects) were found to provide consistency and alignment with institutional goals, though they can hinder responsiveness. Departmental autonomy and participatory decision-making (decentralization aspects) foster flexibility and innovation, improving the university's ability to adapt to localized needs. However, decentralized systems also pose risks of inconsistent strategy execution across departments. The study concludes that a hybrid governance model, balancing centralization for uniformity and decentralization for adaptability, is optimal for enhancing strategy implementation. This study is particularly relevant in the context of public higher education institutions in Nigeria, where governance structures must evolve to meet growing academic and administrative demands.

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Drs. Sugijanto, Drs Sugijanto. "Decentralization Analysis of Decision Making and Performance of Accounting Control System." IOSR Journal of Business and Management 10, no. 1 (2013): 8–11. http://dx.doi.org/10.9790/487x-1010811.

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Leatt, Peggy, Michael Murray, and Louise Lemieux-Charles. "Decentralization of Decision-Making in Canada's Health System: The Sunnybrook Experience." Health Services Management Research 7, no. 4 (1994): 235–49. http://dx.doi.org/10.1177/095148489400700404.

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Though there is a significant literature which notes that physicians are fast becoming organizational members, there has been little research evidence to suggest that the adoption of new management models have actually facilitated their involvement. This study sought to examine whether a conscious effort at decentralizing decisions at the clinical unit level would actually result in increased involvement of physicians and other clinicians in decision-making at that level. Two major surveys examining individual roles and responsibilities and unit relationships with other units were conducted, at two points in time, in a large Canadian tertiary care centre. Results suggest that physicians had experienced an increase in administrative discretion. There was an overall increase of many groups in influencing clinical unit decisions with a perceived decrease in senior management influence in budget administration at the unit level. Lessons learned in conducting this type of research are described.

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Nedergaard, Peter, Maja Friis, and Mads Dagnis Jensen. "Decision-making processes during EU presidencies." Politica 52, no. 2 (2020): 205–6. http://dx.doi.org/10.7146/politica.v52i2.130810.

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This article analyses governmental decision-making processes during presidencies of the European Union (EU) from the outset of the planning to the end of the evaluation of the concluded presidency. The Polish, Danish and Cypriot presidencies in the Trio of 2011-2012 are compared by applying a Most Different Systems Design. The three presidencies represent member states that differ in political, administrative and geographical terms. In spite of these differences, considerable similarities can also be traced between the countries in terms of how they handled the presidency, especially how civil servants adapted to the different phases. However, there are also variations concerning the degree of centralization versus decentralization of the whole process, the degree of autonomy of individual civil servants, the degree of political involvement in the presidency process, and the type of evaluation carried out after the EU presidency had taken place. The article is based on interviews with more than 80 civil servants involved in the presidency process from the three countries over a period of nearly four years.

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Alfano, Maria Rosaria, Anna Laura Baraldi, and Claudia Cantabene. "The Effect of Fiscal Decentralization on Corruption: A Non-linear Hypothesis." German Economic Review 20, no. 1 (2019): 105–28. http://dx.doi.org/10.1111/geer.12164.

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Abstract This study advances the literature on the effect of decentralization on corruption by proposing a theoretical motivation for the hypothesis that the corruptionminimizing decentralization arrangement prescribes intermediate decentralization degrees: a ‘middle’ decision-making power of local governors may mitigate the tradeoff between the rent-seeking incentive for local politicians and the effectiveness of their voters’ monitoring. The estimation of a non-linear empirical model strongly confirms that a decentralization degree between 15% and 21% minimizes corruption even through different estimation procedures, introduction of control variables and the use of internal and external IV and of alternative decentralization and corruption measurements.

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Khairul Muluk, M. R., and Anurat Anantanatorn. "Comparing Symmetric-Asymmetric Decentralization for Reducing Regional Tension: Indonesia and Thailand Experience." Policy & Governance Review 7, no. 2 (2023): 154. http://dx.doi.org/10.30589/pgr.v7i2.731.

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In recent years, the growing number of public administration literature has concerned the effectiveness of decentralization to deal with ethnic conflicts. This issue is rising up due to the several failure reports of decentralization to manage the social conflicts and regional tension that possibly evolve into secessionism. This paper intended to explore the performance of symmetric and asymmetric decentralization to manage social conflicts that occurred in Indonesia and Thailand. This descriptive study was conducted through a qualitative approach and strengthened by analytical thinking exposure. Papua province, Indonesia, and some provinces in southern Thailand had been selected as the case study due to their political decision for implementing asymmetric and symmetric decentralization to manage ethnic conflict in each region. The result shows that either symmetric or asymmetric decentralization might be thought of as one of the viable solutions to managing social conflicts. However, both of these decentralization configurations may generate pros and cons impact. It is suggested that policy makers recognize the consequence of each implementation to consider appropriate decision- making. The analysis of this paper shows that symmetric decentralization tends to promote effectiveness and efficiency while asymmetric decentralization will be closer to tolerance and equality.

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Mulanda, Dana, Aldri Frinaldi, and Lince Magriasti. "Decentralization and Public Participation: A Literature Review on Impact and Implementation." Adabi : Journal of Public Administration and Business 11, no. 1 (2024): 57–68. http://dx.doi.org/10.62066/jpab.v11i1.17.

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This study examines the correlation between decentralization and community engagement in local government administration in Indonesia. This study examines the impact of decentralization measures enacted during the reform era on the extent of community involvement in local decision-making processes. The data originates from surveys and interviews conducted with diverse stakeholders in many locations in Indonesia. The research findings indicate that decentralization has facilitated community engagement in local government administration. However, various barriers hinder broader and more efficient participation.

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Al Dhaen, Esra Saleh. "The use of information management towards strategic decision effectiveness in higher education institutions in the context of Bahrain." Bottom Line 34, no. 2 (2021): 143–69. http://dx.doi.org/10.1108/bl-11-2020-0072.

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Purpose Strategic decision importance has rarely been investigated as a decision-specific characteristic in the strategic decision-making process (SDMP) literature taking into consideration information management while taking important strategic decisions. Here, the ability of decision importance to predict decision effectiveness as an outcome of SDMPs in higher education institutions (HEIs) is examined in the context of Bahrain. Design/methodology/approach A conceptual model is developed relating decision importance to decision effectiveness indirectly via the SDMP characteristics intuition, rationality and decentralization. Data from a cross-sectional questionnaire completed by leaders of HEIs and academics involved in strategic decision-making in Bahrain are used to test the model and hypotheses via correlation analysis. The paper also considers a literature review of the use of information management while taking a strategic decision. Findings Decision importance is shown to positively influence decision effectiveness in Bahraini HEIs mediated by rationality and by decentralization in decision-making, although negative effects of decentralization are also demonstrated. However, decision importance does not influence decision effectiveness mediated by intuition. Research limitations/implications Due to the small sample size, the results cannot be generalized to contexts beyond HEIs in Bahrain. Additional SDMP characteristics of significance in the context of HEIs could be future investigated, for instance, political behaviour and lateral communication, are not included in the model. Future research exploring the latter two aspects could provide deeper insight into the findings. Practical implications The findings of this paper could be considered by HEIs senior management and members of the governing body while strategic decision-making, which could be at different levels, including strategic planning or assessing a strategic decision in terms of effectiveness. This paper will also provide insight one the use of information while considering strategic decision-making. Social implications A model leading for effective strategic decision-making could be used by leaders of HEIs and regulators including licensing bodies and QA agencies to set standards for HEIs for sustainable performance and quality education in line with United Nations Sustainable Development Goals and Initiative. Strategic decision-making will have an impact on the overall performance of HEIs and serve all relevant stakeholder’s including parents, students, employers and industry. Originality/value Little research conducted in relation to strategic decision-making in the Gulf Cooperation Council therefore, this research will add original findings and the outcome of this study will lead to future research related to SDMP and the use of information management in the overall strategic decision-making.

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Bossert, Thomas John, and Andrew David Mitchell. "Health sector decentralization and local decision-making: Decision space, institutional capacities and accountability in Pakistan." Social Science & Medicine 72, no. 1 (2011): 39–48. http://dx.doi.org/10.1016/j.socscimed.2010.10.019.

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Semina, Naima, and Dahana Bachir. "DECENTRALIZATION REFORM IN RWANDA: A STUDY OF ACHIEVEMENTS AND CHALLENGES." Journal of Law and Sustainable Development 12, no. 12 (2024): e4235. https://doi.org/10.55908/sdgs.v12i12.4235.

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Objectives: To analyze Rwanda's decentralization reforms, examining their achievements, challenges, and impact on governance and development. Theoretical Framework: The study draws upon governance theories emphasizing decentralization as a means to enhance citizen participation and accountability. Method: A review of literature, policy documents, and institutional frameworks guiding Rwanda's decentralization efforts. Results and Discussion: Decentralization reforms have significantly improved service delivery, governance, and citizen engagement. However, challenges such as resource constraints and capacity limitations persist. Key successes include increased political inclusion, financial decentralization, and localized decision-making. Research Implications: The findings provide insights into how decentralization can be effectively implemented to promote sustainable development and inclusive governance in post-conflict settings. Originality/Value: This research highlights the unique trajectory of Rwanda’s decentralization, providing lessons applicable to other developing nations facing similar governance challenges.

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Mohammad, Mohammad Zadeh Asl, Manoochehr Tabatabei Motameni, Heibatollah Najandimanseh, Hoseein Masudniya, and Manoochehr Tavasoli Naini. "Legal Analysis of the Role of Islamic Urban and Rural Councils in Administrative Decentralization and Local Democracy in Iran." Journal of Politics and Law 9, no. 8 (2016): 1. http://dx.doi.org/10.5539/jpl.v9n8p1.

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Administrative decentralization is one of the most marvelous achievements of public laws in current age. Obviously, based on the title of the book namely Islamic Councils, we mean a certain type of local decentralization is shaped by geographical areas. In modern administrative laws, decentralization is raised in two geographical and technical aspects. Local councils are objective sign of geographical decentralization and legal figures of public laws such as universities are instances of technical decentralization.In this concept, decentralization is shaped by two concepts of “managerial independence” and “elective decision making authority”. In modern administrative system, decentralization means to increase the authorities of elected officials whose proficiencies are assignable only in a region of the country. Before getting familiar with such great achievement, we should address the philosophy governing decentralization and its status in modern democracies.

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Kesale, Anosisye Mwandulusya. "Decentralization by Devolution; Perceptions of Councilors on the Level of their Decision Making Authority in Local Government Experience from Tarime Town Council." Journal of Public Administration and Governance 6, no. 4 (2016): 1. http://dx.doi.org/10.5296/jpag.v6i4.10001.

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Early 1990s governments across the South have embarked on democratic decentralization reforms aimed at introducing and strengthening local governance because of its assumed potential to improve the delivery of public services and alleviate poverty. To comply with that international practice, in early 2000 Tanzania government decide embarked on an ambitious Local Government Reform Program that addressed Political decentralization. Political decentralization signaled the government’s commitment to enhance the decision making authority of local government councils on matters affecting local development including determining priorities for local development, land use, finance, service delivery and human resource management. This paper sought to find out whether the selected local government council led by councilors enjoys the development planning, and service delivery authority as established in the local government law. The findings have confirmed that the case study council enjoyed modest decision making authority in the areas of local development planning, selecting local development strategy, and enjoyed even greater authority over service delivery powers.

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Hassan, Nadima, Jordi Trullen, and Mireia Valverde. "The where and the who of HRM decision-making: HRM decentralization and devolution." Employee Relations: The International Journal 46, no. 9 (2024): 76–96. http://dx.doi.org/10.1108/er-01-2023-0026.

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PurposeHRM decentralization and devolution have been highlighted as key HRM processes in organizations’ quest for increased flexibility. Although they have been extensively studied in the MNC and International HRM literature, they have mainly been examined on a separate basis, and their definition and operationalization have often been confused. Thus, we first clarify the difference between the two concepts by refining the definitions by Hoogendoorn and Brewster (1992), and then empirically examine how they are related.Design/methodology/approachThe relationship between HRM decentralization and devolution is examined by means of a survey in a large multi-country sample of multi-unit organizations.FindingsRegarding our clarification objective, we contend that devolution has to do with who takes responsibilities for HRM (i.e. line managers or HRM professionals) while decentralization refers to where HRM responsibilities are allocated (i.e. headquarters or increasingly local units). Regarding the relationship between the two concepts, the results show that higher levels of HRM decentralization are related to higher levels of devolution, but this association is attenuated in organizations with more powerful HRM departments.Originality/valueThe study contributes to theory and practice by disentangling, at the conceptual, operational, empirical and practical levels, two different but related HRM decisions (how much to devolve and how much to decentralize HRM) that organizations must make to efficiently cope with the characteristics of their own structure and competitive environment. It highlights the role of the relative power of HRM departments in how HRM responsibilities are ultimately distributed across the organization.

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Ibrahim, Abdul Halil Hi. "Decentralization and its impact on improving public services." International journal of social sciences 7, no. 2 (2024): 45–53. http://dx.doi.org/10.21744/ijss.v7n2.2278.

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Decentralization is the process of transferring decision-making power, authority and responsibility from the central government to regional governments or local entities. The process aims to bring government closer to the people, with the hope of improving the efficiency, accountability and responsiveness of public services to the specific needs of local communities. Decentralization is often regarded as a strategy to optimize resources, strengthen local democracy, and encourage active community participation in the policy-making process and its implementation. This study uses the literature research method. The results show that decentralization tends to improve the effectiveness and relevance of public services by empowering local governments to manage the specific needs of local communities. It creates a platform for wider public participation and increased government accountability and transparency. However, the findings also confirm that the negative elements of decentralization cannot be ignored. In particular, decentralization can result in inequalities in services between regions due to differences in resources, as well as pose policy coordination challenges. Lack of local capacity and the potential for increased corruption are significant obstacles to optimizing the benefits of decentralization.

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OVIEDO, ANTONIO F. P., and MARCEL BURSZTYN. "DECENTRALIZATION AND FISHERIES MANAGEMENT IN THE BRAZILIAN AMAZON: RESOURCE RIGHTS AND ACCOUNTABILITY." Ambiente & Sociedade 20, no. 4 (2017): 169–90. http://dx.doi.org/10.1590/1809-4422asoc0029r1v2042017.

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Abstract Decentralizing management is often mentioned as a good strategy to make fisheries sustainable. Prior to evaluating the consequences of the decentralization process, there is a need to consider the degree to which decentralizing the management and decision-making of fisheries is happening. This article presents case studies of inter-organizational management of fisheries in the Brazilian Amazon to examine how effective the decision-making power of local institutions and smallholders over fisheries resources is. We propose a method for mapping relevant patterns of decision-making rights, property rights, and accountability. We highlight the fact that while the government maintains significant control over fisheries resources through regulating extraction, local institutions have growing control over fisheries management decisions.

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Forssén, K. "Decentralization of decision making: the case of payment policies for children's daycare." Scandinavian Journal of Social Welfare 7, no. 4 (1998): 277–87. http://dx.doi.org/10.1111/j.1468-2397.1998.tb00248.x.

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Lobanchykova, Nadiia M., Ihor A. Pilkevych, and Oleksandr Korchenko. "Analysis and protection of IoT systems: Edge computing and decentralized decision-making." Journal of Edge Computing 1, no. 1 (2022): 55–67. http://dx.doi.org/10.55056/jec.573.

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This article presents a detailed analysis of the Internet of Things (IoT) systems and the methods used to protect them. The article highlights the potential of edge computing to minimize traffic transmission and the decentralization of decision-making systems to enhance security. The analysis examines attacks on IoT system components and provides protection recommendations. Furthermore, the article explores the prospects of information protection in IoT systems.

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Collins, Paul D., Lori Verstegen Ryan, and Sharon F. Matusik. "Programmable Automation and the Locus of Decision-Making Power." Journal of Management 25, no. 1 (1999): 29–53. http://dx.doi.org/10.1177/014920639902500102.

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Computer-based technology is often credited with making decentralized decision-making possible, helping firms to respond rapidly to changing market conditions. Research on this subject, however, shows contradictory effects: some studies support decentralization and others support centralization. This longitudinal study examines how one form of computer-based technology, programmable automation (PA), affects centralization. Unlike previous studies, it attempts to clear up some of the confusion surrounding technology’s effect on centralization by distinguishing between strategic and operating decisions, and between decision-making authority and influence. As expected, PA flattened the hierarchy. It had no effect on strategic decision-making power, but surprisingly, did influence centralized line-operating authority and influence. This finding is particularly striking because firms with decentralized line-operating decision-making are more likely to adopt PA.

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Celinmar, M. Cornito. "Striking a Balance between Centralized and Decentralized Decision Making: A School-Based Management Practice for Optimum Performance." International Journal of Social Sciences and Economic Review 3, no. 4 (2021): 08–15. https://doi.org/10.36923/ijsser.v3i4.122.

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Purpose of the Study: School decision-making promotes school autonomy and success. Today’s contemporary approach supports the idea that operative school functioning and development are characteristically accomplished when there is decentralized decision-making. Hence, the purpose of the study is to find the balance between decision-making in a centralized and decentralized structure in a school based system. Methodology: An extensive search of major databases was undertaken, which identified 35,822 studies on the subject, wherein 9 met the inclusion criteria. Employing a systematic literature review, data were extracted and analyzed using thematic analysis. Two themes arose from the analysis of the studies, such as decision-making as a school-based management practice and decision-making towards school performance. Main Findings: Studies on decision-making in school management from a sociological approach. It also highlights the need to mix centralized and decentralized techniques to improve education. Following are some debate points that might want more research: (1) school principal decision-making and (2) school running expense and spending decision-making. Research Implications: The study's findings will aid in improving staff performance and community comprehension of schooling. Increased participation of internal and external stakeholders can boost school autonomy and accountability. The novelty of the study: As a school-based management technique, the correct balance of centralized and decentralized decision-making might enable schools to function at their best while corporations attain peak performance.

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Child, John, and Yuan Lu. "Industrial Decision-making under China's Reform, 1985-1988." Organization Studies 11, no. 3 (1990): 321–51. http://dx.doi.org/10.1177/017084069001100301.

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The intention of China's economic reform programme has been to shift the governance of economic relations from bureaucratic towards market co-ordina tion. The decentralization of decision-making from administrative bodies to enterprises and, by extension, the delegation within enterprises of specific deci sions to a trained body of managers, have been key elements in this programme. This paper examines the changes in levels of decision-making experienced by six State enterprises between 1985 and 1988, a period during which the reform was being introduced nationwide. It concludes that the managers of these enterprises did secure additional autonomy to make decisions of strategic significance, but that this autonomy is uncertain and bounded. It is liable to be rescinded as the result of sudden changes in government policy and it is bounded by local rela tional obligations. These constraints upon management expose the dynamics of negotiated dependency relations in a context characterized by underdevelopment in both bureaucratic and market modes of economic co-ordination.

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Thomas, Kafumbu Fatsani. "An Analysis of the Education Decentralization Policy in Malawi." International Journal of Educational Reform 26, no. 1 (2017): 85–101. http://dx.doi.org/10.1177/105678791702600105.

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This article makes an assessment on the implementation of the decentralization policy in education in Malawi in relation to the achievement of its objectives. To bring this into perspective, the socioeconomic, legal and political contexts, and the related policies, which have a bearing on education decentralization, have been analyzed. The decentralization of education in Malawi has to a great extent been unable to meet its objectives as a result of reluctance of the central ministry to cede more decision-making power to the local level, and due to insufficient human resources. The article concludes by giving policy recommendations.

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Mookherjee, Dilip. "Decentralization, Hierarchies, and Incentives: A Mechanism Design Perspective." Journal of Economic Literature 44, no. 2 (2006): 367–90. http://dx.doi.org/10.1257/jel.44.2.367.

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Separation of ownership from management, multidivisional firm organizations, delegation of production decisions to worker teams, delegation of pricing and advertising decisions to retail franchisers, reliance on intermediaries in trade or finance, and distribution of regulatory authority across different agencies represent examples of organizations that delegate and distribute decision-making authority instead of centralizing it. This paper reviews literature on costs and benefits of delegated decision making in hierarchical organizations or contracting networks with regard to problems of incentives and coordination. It starts by describing incentive and coordination costs of delegation in simple canonical examples of hierarchies where both information and incentives of different decisionmakers differ. One class of models pertain to contexts where the classical Revelation Principle applies, i.e., where costs of contractual complexity, information processing, or communication are absent, agents do not collude, and the mechanism designer can commit to the mechanism. Delegation may conceivably entail a loss of control and coordination arising from the divergence of information and incentives. Sufficient and necessary conditions for this loss to be mitigated entirely include risk neutrality, top-down contracting, and monitoring of transfers or production assignments between subordinates. The next class of models introduces communication costs that restrict the performance of centralized arrangements relative to delegation owing to a resulting loss of flexibility, which has to be traded off against possible control losses of delegation. Finally, consequences of collusion among agents is discussed, which typically enlarge the range of circumstances under which delegation can attain optimal second-best outcomes. The paper concludes with a discussion of the relevance of this theoretical literature to recently emerging empirical studies of industrial organizations where delegated decision making plays an important role: adoption of innovative human resource management practices, new information technologies and retail franchising.

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Tolybay, Bekzhan. "FISCAL DECENTRALIZATION: A REVIEW OFINTERGOVERNMENTAL RELATIONS IN KAZAKHSTAN." Journal of Entrepreneurship and Development Economics 64, no. 4 (2024): 118–26. https://doi.org/10.47344/sdubss.v65i1.1281.

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Fiscal decentralization has become one of the most importantreforms for countries with transitional economies, facilitating effective resourceallocation and local decision-making. Kazakhstan has implementeddecentralization reforms as part of its economic policies to strengthen theprosperity of regional economies. This dissertation provides a comprehensivereview of fiscal decentralization in Kazakhstan, analyzing the evolution,challenges, and prospects of intergovernmental relations in light of the recentreform that started in 2020, which involves delivering SME corporate taxrevenue to local budgets.

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Larasati Pingkan and Sri Trisnaningsih. "Literature Study: The Role Of Management Accounting System and Decentralization On Managerial Performance." International Journal of Economics, Management and Accounting 2, no. 1 (2024): 35–41. https://doi.org/10.61132/ijema.v2i1.292.

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A high-quality management accounting system provides accurate, timely, and relevant information to support managers in decision-making, planning, and control. Research shows a positive relationship between the quality of management accounting systems and managerial performance. In addition, decentralization, by delegating authority to lower-level managers, allows for faster and more effective decision-making and increases managerial motivation. Effective implementation of these two factors can significantly improve managerial performance and the competitiveness of a company.

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Greer, Ann Lennarson. "Rationing Medical Technology." International Journal of Technology Assessment in Health Care 3, no. 2 (1987): 199–221. http://dx.doi.org/10.1017/s0266462300000519.

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AbstractThis paper analyzes medical technology decision making in the United States and England in terms of the appropriateness of different decision-making models to the organization and delivery of medical care, and to the rationing of technology among and within hospitals. It examines the effect on the American hospital of prospective payment programs from the perspective of organizational structure and decision making. The strategies of central control and specification which characterize these programs are contrasted with decision-making procedures in the English National Health Service, which have emphasized decentralization, delegation, and consensus. The analysis suggests that decentralized models of decision making are more supportive of essential elements of medical care including doctor-patient trust and professional responsibility and are more able to achieve rationing decisions which are compatible with professional and consumer preferences.

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Matitaputty, Merlien Irene. "Desentralisasi dan Hubungan Pemerintah Pusat dan Daerah di Indonesia Problem dan Tantangan." SASI 18, no. 1 (2012): 21. http://dx.doi.org/10.47268/sasi.v18i1.333.

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In a country like power organization, decentralization is one form of devolution orsharing of authority (power) between the central government and local administrations (localgovernment). Understanding local government may have a double meaning state localgovernment based on the principle of deconcentration, and local self / autonomousgovernment, decentralization leads to Devolution of power. The decentralization policyshould always united with the objectives to democratize governance, strengthening nationalintegration, empowering local communities, respect for diversity, and increased socialwelfare. The four main objectives of decentralization, namely in the fields of economics,politics, administration and culture. In the field of economic decentralization can reduce costsand ensure more effective service (on target). In the political sphere, decentralization developgrassroots democracy, reducing the abuse of power by the center, and will satisfy localpsychologically because given the trust to administer their own affairs. This is wheredecentralization is expected to prevent national disintegration. In the field of administration,decentralization cut rail tape bureaucracy and decision-making more effective. In the field ofsocial and cultural decentralization and develop diversity and appreciate the local culture.

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Mihálik, Jaroslav, Peter Horváth, and Martin Švikruha. "Give me liberty or give me money: the fiscal decentralization and autonomy of regional governance in Slovakia." European Journal of Government and Economics 8, no. 1 (2019): 96–109. http://dx.doi.org/10.17979/ejge.2019.8.1.4573.

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The aim of this study is to focus on fiscal decentralization and regional financial autonomy in Slovakia. The public administration reform and fiscal decentralization process in Slovakia ought to increase the autonomy of the multi-level governance and to decrease its dependency on state budgeting and other transfers. We argue that regional territorial governance is greatly dependent on financial incentives from central state financing, which limits the expected effect of decentralization and regional fiscal autonomy. By collecting quantitative data on state transfers and revenues to regional governments we demonstrate the limits of spatial, financial and decision-making autonomy within particular regions. The selected time frame 2005-2016 reflects all stages, reforms and changes in the fiscal decentralization of the second level governance in Slovakia.

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Mammadova, Maryam. "Centralization and decentralization of state power: theoretical and practical aspects." Juridical Sciences and Education 78, no. 78 (2025): 51–66. https://doi.org/10.25108/2304-1730-1749.iolr.2025.78.51-56.

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The concepts of centralization and decentralization of state power represent two fundamental approaches to the organization of state authority and governance in a political system. Centralization involves the concentration of decision-making powers and administrative functions in a single central body, typically in the national government. Decentralization, on the other hand, involves the transfer of powers to regional or local authorities, granting them greater autonomy in decision-making and policy implementation. This study examines the theoretical foundations and practical aspects of centralization and decentralization. It analyzes their impact on governance efficiency, democratic participation, and social cohesion. Special attention is given to the advantages of each approach, as well as their applicability in various political, economic, and cultural contexts. The work explores the interaction between centralization and decentralization in hybrid systems, where both strategies coexist to achieve a balance between efficiency and inclusiveness. The relevance of the research topic is determined by the fact that the concepts of centralization and decentralization remain key in the process of modernizing political and administrative systems, as well as in the search for optimal solutions to improve the effectiveness of public administration and strengthen democratic principles. The relevance of this study is further emphasized in the context of efforts to improve interaction between different levels of government in countries with a complex political structure, where the combination of centralized and decentralized elements can contribute to more balanced and sustainable development. In light of the above, the topic requires in-depth theoretical and practical analysis. In conclusion, it is emphasized that the choice between centralization and decentralization is not binary, but context-dependent, requiring a thoughtful approach tailored to specific national and regional conditions.

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Peteti, Premanandam*, and Srinivasa Rao** Thanga. "Democratic Decentralisation in India: Challenges and Opportunities." International Journal of Academic Research 10, no. 3 (2024): 25–35. https://doi.org/10.5281/zenodo.11230667.

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Abstract : Democratic decentralization entails those representative local authorities (individual or collective bodies) are entrusted with significant powers. The distinction between participatory approaches and democratic decentralization is that the latter is specifically about including whole populations in decision making based on representative authority. Effective decentralization is a key tool for strengthening democracy. Decentralization is not unique to India, but a global trend. Institutions of local governance - Panchayati Raj, have existed in India since 1882. Gross roots governance has been a major concern of the planning process in Indian ever since the introduction of Panchayati raj in 1959. In order to improve the participation of rural people in the process of development and involvement in decision-making and decentralized planning, the government of India has made 73rd Constitutional Amendment in 1992 to provide constitutional recognition to Panchayati Raj Institutions. Like the 73rd amendment, the 74th amendment also lays down the structure of urban local bodies; provides for their regular, free and fair elections; makes provision for reservation of seats for SC, ST and OBCs; fixes their term to five years; protects them against arbitrary dissolution, specifies their powers and responsibilities; and attempts to strengthen the fiscal base of the urban local bodies. In the 43rd year of the Republic of India, 1992 the Constitution (74th Amendment) was passed which came into force on 1st June 1993.

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Zolotonosha, Oleh. "Main definitions of decentralization definition." Naukovyy Visnyk Dnipropetrovs'kogo Derzhavnogo Universytetu Vnutrishnikh Sprav 2, no. 2 (2020): 88–91. http://dx.doi.org/10.31733/2078-3566-2020-2-88-91.

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The article explores the scientific approaches to defining decentralization. It is analyzed what decentralization is, what is its purpose. The main possibilities are identified. It is emphasized that the benefits of decentralization are the implementation of differentiated policies, effective mobilization at the local level, namely: increasing interest, building partnerships and social cohesion, gaining experience and creating technical groups at the local level; greater flexibility in decision-making and management; possibility of direct physical control at the local level in addition to documentary control. The necessity and efficiency of decentralization are substantiated, through the implementation of reforms aimed at increasing the efficiency of activities of both central and local authorities, as well as creating favorable conditions for economic development. It has been determined that decentralization must necessarily support the functioning of democracy, the proper technical capacity of local self-government and the development of civil society and public organizations.

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Slavinskaite, Neringa. "Fiscal decentralization in Central and Eastern Europe." Global Journal of Business, Economics and Management: Current Issues 7, no. 1 (2017): 69–79. http://dx.doi.org/10.18844/gjbem.v7i1.1236.

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The paper analyses the level of fiscal decentralization (FD) in selected countries of European Union for 2014 year. The empirical analysis was based on the method of multicriteria decision-making. Method of Simple Additive Weighting (SAW) was used as framework for the analysis. In order to evaluate the different level of fiscal decentralization, the same analysis was applied to subsets of countries categorized into two groups - Central and Eastern Countries. The empirical results show that developed countries of European Union has higher degree of fiscal decentralization than countries of Eastern andCentral Europe. These results show that local government of developed countries (such like Sweden or Denmark) has more power for financial solutions then developing countries (Estonia o rPoland). Fiscal decentralization index in Lithuaniais the lowest among 14 countries of European Union. Originality of this article that was used new fiscal decentralization index, which consists of 26 indicators.

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Mainali, Bhawani Prasad. "Decentralization of Education Planning and Its Impact in Quality." Academic Voices: A Multidisciplinary Journal 3 (March 9, 2014): 4–12. http://dx.doi.org/10.3126/av.v3i1.9979.

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This article has attempted to present an overview of basic concept, rationale and trends of decentralization in education planning and to identity the major policy issues and challenges relating to educational quality in Nepalese context. Decentralization in education around the world has based on the assumption that the quality of education will improve by shifting a decision making and accountability closer to schools, class rooms and learners.Academic Voices, Vol. 3, No. 1, 2013, Pages 4-12 DOI: http://dx.doi.org/10.3126/av.v3i1.9979

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Kang, Myung Gu, and Se Hun Ha. "Voter's Decision Making Factors on Constitutional Amendment for Local Decentralization: Does the Party Affect the Voter's Decision?" Korean Journal of Political Science 26, no. 1 (2018): 109–33. http://dx.doi.org/10.34221/kjps.2018.26.1.5.

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Dabetić, Arsenije. "The impact of digital transformation on organizational structure and decision-making processes." Ekonomski pogledi 26, no. 2 (2024): 109–30. https://doi.org/10.5937/ep26-53827.

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This paper explores the impact of digital transformation on organizational structure and decision-making processes. The aim of the research is to determine how technological innovations, such as cloud computing, artificial intelligence, and data analytics, are changing traditional management and organizational models. The main hypothesis is that digital transformation leads to the decentralization of decision-making and more agile organizational structures. The methods used in the research include case study analysis and a review of relevant literature. The results show that digitalization significantly affects management efficiency and employee productivity but also introduces new challenges, such as resistance to change and a lack of skills.

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Gorgodze, Sophia. "Rise and Fall of Decentralized School Governance—Decision-Making Practices in Georgia." International Education Studies 9, no. 11 (2016): 25. http://dx.doi.org/10.5539/ies.v9n11p25.

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The current study investigates educational decision-making in the former Soviet Republic of Georgia. The focus is on decisions concerning issues of school governance decentralization/recentralization in the period of 2003-2012. The research draws on in-depth interviews with over 20 top decision-makers, and an extensive review of legal documents, relevant research and media reports to gain a better understanding of decision-making practices in a newly democratized state. Two theoretical foundations are employed: the Multiple Streams model of decision-making and Electoral Connection. The research largely supports the Multiple Streams theory and expands the theory of Electoral Connection to fit the political setting of a post-soviet state. Among other findings, the research shows that decisions concerning school governance recentralization were primarily election-driven.

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Segal, Howard P. "“Little Plants in the Country”: Henry Ford's Village Industries and the Beginning of Decentralized Technology in Modern America." Prospects 13 (October 1988): 181–223. http://dx.doi.org/10.1017/s0361233300005275.

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“Technology Spurs Decentralization Across the Country.” So reads a 1984 New York Times article on real-estate trends in the United States. The contemporary revolution in information processing and transmittal now allows large businesses and other institutions to disperse their offices and other facilities across the country, even across the world, without loss of the policy- and decision-making abilities formerly requiring regular physical proximity. Thanks to computers, word processors, and the like, decentralization has become a fact of life in America and other highly technological societies.

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