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Journal articles on the topic 'Organizational decision making'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Bazerman, Max H., and Zur Shapira. "Organizational Decision Making." Administrative Science Quarterly 44, no. 1 (1999): 176. http://dx.doi.org/10.2307/2667037.

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O’gli, Mirzaxmatov Baxodir Baxromboy. "GENERAL PSYCHOLOGY OF DECISION MAKING." International Journal of Advance Scientific Research 4, no. 3 (2024): 164–67. http://dx.doi.org/10.37547/ijasr-04-03-30.

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This doctoral thesis explores the intricate relationship between organizational culture and decision-making under uncertainty, aiming to uncover how cultural norms, values, beliefs, and practicesinfluence both individual and collective decision-making processes. Employing a mixed-methods approach, the study combines quantitative surveys with qualitative interviews and case studies across various industries to provide a comprehensive analysis of the impact of organizational culture on decision-making efficacy in uncertain environments.

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Eberlin, Richard J., and B. Charles Tatum. "Making just decisions: organizational justice, decision making, and leadership." Management Decision 46, no. 2 (2008): 310–29. http://dx.doi.org/10.1108/00251740810854177.

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Arriaga, Patrícia, Ana Guinote, and Maria Vicente Rosa. "Organizational power predicts decision making quality." PSICOLOGIA 34, no. 2 (2020): 27–38. http://dx.doi.org/10.17575/psicologia.v34i2.1381.

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The aim of this study was to analyze the link between power and the quality of decision. Participants were 50 employees from an organizational company, consisting of two groups (High-Power, N=24; Low-Power, N=26) based on the organization's hierarchical power position. To evaluate the quality of the decisions, all participants performed tasks involving choice among several alternatives in two separate moments of the same day: in the morning (at the beginning of the workday) and late afternoon (at the end of the workday). Additional subjective measures (fatigue, alertness, effort) and skin cond

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Rigopoulos, Evangelos. "DECODING EDUCATIONAL DECISIONS: TRACING THE EVOLUTION OF DECISION-MAKING THEORIES." Global Multidisciplinary Journal 03, no. 03 (2024): 01–06. http://dx.doi.org/10.55640/gmj-abc219.

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Decoding Educational Decisions: Tracing the Evolution of Decision-Making Theories explores the historical trajectory and development of decision-making theories within educational contexts. This paper provides a comprehensive examination of the key theories that have shaped decision-making processes in education over time, shedding light on their evolution, implications, and practical applications. Drawing upon a wide range of scholarly literature and historical perspectives, this study offers valuable insights into how decision-making frameworks have influenced educational practices and polic

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O’gli, Mirzaxmatov Baxodir Baxromboy. "IMPORTANCE OF UNDERSTANDING DECISION-MAKING UNDER UNCERTAINTY." American Journal of Social Science and Education Innovations 6, no. 3 (2024): 116–18. http://dx.doi.org/10.37547/tajssei/volume06issue03-19.

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This thesis contributes to a deeper understanding of the dynamic interplay between organizational culture and decision-making under uncertainty, providing valuable implications for organizational leadership, development, and change management in an ever-evolving business landscape.

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Johanna Tina Maylanie. "Tahapan Pengambilan Keputusan (Kajian Teoritis dari James A. F. Stoner)." OPTIMAL Jurnal Ekonomi dan Manajemen 2, no. 2 (2022): 263–74. http://dx.doi.org/10.55606/optimal.v2i2.1365.

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The aim of this research is to describe the stages of decision making in an organization which was developed from the theory of James A. F. Stoner. This research method is qualitative with a Grounded Theory approach. Data collection techniques with documentation studies. Data transfer techniques with reduction, data presentation and drawing conclusions. The results showed: (1) decision making is the way organizations choose and use decisions based on organizational analysis. (2) stages of decision making: (a) Situation analysis: by analyzing the internal and external conditions of the organiza

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Tamura, Leonardo Yuji. "THE MAKING OF DECISION MAKING." Administração: Ensino e Pesquisa 17, no. 1 (2016): 177–99. http://dx.doi.org/10.13058/raep.2016.v17n1.416.

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Quantum Electronics was a Brazilian startup in the 1990's that was acquired by an American equity fund in 2012. They are currently the largest manufacturer of vehicle tracking and infotainment systems. The company was founded by three college friends, who are currently executives at the company: Camilo Santos, Pedro Barbosa and Luana Correa. Edward Hutter was sent by the equity fund to take over the company’s finances, but is having trouble making organizational decisions with his colleagues. As a consultant, I was called to help them improve their decision making process and project prioritiz

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9

Ichdan, Dany Amrul, Maryani Maryani, and Yuliansyah Yuliansyah. "Participation in Decision-Making, Career Development, and Organizational Commitment." Jurnal Ilmiah Akuntansi dan Bisnis 18, no. 2 (2023): 342. http://dx.doi.org/10.24843/jiab.2023.v18.i02.p10.

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Employee participation in decision-making is a key factor in an organization's success, significantly influencing career development and organizational commitment. This study underscores the ethical and strategic imperative for management to empower employees in decision-making processes, a vital component of human resource management. Focusing on municipal officers from the Lampung regional province, the research employed a survey method to gather data. Analysis of 70 valid responses using SmartPLS software highlighted the substantial impact of budgetary participation on both career developme

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10

Sony, Michael, and Neeta Baporikar. "Antecedents of Irrationality in Organizational Decision Making." International Journal of Sociotechnology and Knowledge Development 11, no. 1 (2019): 1–16. http://dx.doi.org/10.4018/ijskd.2019010101.

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All other things being equal, it is the quality of decisions which decide the fate of any organization. Hence, decision-making is critical to the success and growth of any organization. Yet the decisions in organization are many times irrational. Previous research has suggested that billion dollars are lost due to irrational decisions. The purpose of this article is to explore the antecedents of the irrational decision-making process. This study conceptualises irrational decision-making process as a lived-in experience and an interpretative phenomenological analysis is undertaken. Participatio

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11

Moussavou, Jean. "Organizational Architecture and Decision-Making." Journal of Portfolio Management 33, no. 1 (2006): 103–11. http://dx.doi.org/10.3905/jpm.2006.661383.

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12

CARRASCO, Guillermo, Adrianela ANGELES, and Edmundo MARROQUIN-TOVAR. "INFLEXIBILITY IN ORGANIZATIONAL DECISION-MAKING." Journal of Business Economics and Management 17, no. 4 (2016): 564–79. http://dx.doi.org/10.3846/16111699.2015.1101397.

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13

Pringle, Charles D. "Organizational decision making and information." Journal of Economic Behavior & Organization 24, no. 3 (1994): 382–84. http://dx.doi.org/10.1016/0167-2681(94)90045-0.

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14

Clegg, Stewart, Martin Kornberger, and Carl Rhodes. "Organizational Ethics, Decision Making, Undecidability." Sociological Review 55, no. 2 (2007): 393–409. http://dx.doi.org/10.1111/j.1467-954x.2007.00711.x.

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15

Eberlin, Richard, and B. Charles Tatum. "Organizational justice and decision making." Management Decision 43, no. 7/8 (2005): 1040–48. http://dx.doi.org/10.1108/00251740510610035.

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16

Shaw, Debora. "Organizational decision making and information." Library & Information Science Research 16, no. 2 (1994): 181–82. http://dx.doi.org/10.1016/0740-8188(94)90012-4.

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17

Taylor, Robert S. "Organizational decision making and information." Journal of the American Society for Information Science 45, no. 4 (1994): 284. http://dx.doi.org/10.1002/(sici)1097-4571(199405)45:4<284::aid-asi6>3.0.co;2-k.

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18

Choo, Chun Wei. "Organizational decision making and information." Information Processing & Management 30, no. 4 (1994): 582–84. http://dx.doi.org/10.1016/0306-4573(94)90043-4.

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19

Petrova, Elitsa, and Roxana Ştefănescu. "Decision making, some individual decision-making styles and software for decision making." Przegląd Nauk o Obronności, no. 15 (November 29, 2022): 1–12. http://dx.doi.org/10.37055/pno/156919.

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ObjectivesThis article presents the eternal relevance of the decision-making process and its inseparable connection with the personality of the decision-maker. Broadly speaking, the subject of consideration is the decision-making process. The main goal of the authors is to review the decision-making process, some styles of decision making and offer information about some types of software for decision making and strategic planning.MethodsThe scientific methodology used is a combination of a theoretical review of the issue, a critical scientific review and the presentation of new scientific adv

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20

Nantoi, Vadim, and Daria Nantoi. "STREAMLINING ORGANIZATIONAL MANAGEABILITY THROUGH SCALABLE DECISION MAKING." Journal of Social Sciences 6, no. 3 (2023): 20–41. http://dx.doi.org/10.52326/jss.utm.2023.6(3).02.

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In modern organizations, decision-making processes are critical to effectively managing business operations. However, as organizations grow more complex, decision-making becomes more challenging and time-consuming, leading to a lack of agility, bottlenecks and decreased productivity. One of the assumptions in the article is that excessive complexity and uncontrolled secrecy in organizations lead to lack of understanding of how they work. This can be detrimental to decision-making processes, resulting in misinterpretations of data, misunderstandings of organizational objectives and ultimately,

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21

Zare Bonezamini, Dariush, and Behnaz Khoshtinat. "Factors improving financial decisions senior executives of private companies Alborz Province (Department of Industrial Golrang)." Journal of Management and Accounting Studies 4, no. 04 (2019): 78–86. http://dx.doi.org/10.24200/jmas.vol4iss04pp78-86.

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The secret to achieving the organization's objectives in complex and difficult environmental conditions, correct and rational decisions. In this regard, the financial information as one of the sources of information to improve decision-making has particular importance is. Methodology: The study on the factors influencing senior managers improve financial decision making private companies Alborz Province (Department of Industrial safflower) has been paid. The aim of this study was to investigate the factors improving financial management decisions. Causal research method - comparative. 35 compl

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22

Khraim, Hamza. "The impact of perceived organizational cronyism on decision-making: The moderating role of ethical organizational culture." Problems and Perspectives in Management 23, no. 1 (2025): 313–24. https://doi.org/10.21511/ppm.23(1).2025.23.

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One of the primary responsibilities of managers is to make informed decisions that promote company progress and enhance performance. Unfortunately, not all managers adhere to appropriate decision-making standards. Some managers may resort to subjective criteria instead of relying on objective performance metrics. The purpose of this study is to investigate employees’ perceptions of cronyism and how organizational cronyism influences decision-making in pharmaceutical manufacturing companies in Jordan. A quantitative approach was employed, using a structured questionnaire to gather employee resp

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23

Shrestha, Yash Raj, Shiko M. Ben-Menahem, and Georg von Krogh. "Organizational Decision-Making Structures in the Age of Artificial Intelligence." California Management Review 61, no. 4 (2019): 66–83. http://dx.doi.org/10.1177/0008125619862257.

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How does organizational decision-making change with the advent of artificial intelligence (AI)-based decision-making algorithms? This article identifies the idiosyncrasies of human and AI-based decision making along five key contingency factors: specificity of the decision search space, interpretability of the decision-making process and outcome, size of the alternative set, decision-making speed, and replicability. Based on a comparison of human and AI-based decision making along these dimensions, the article builds a novel framework outlining how both modes of decision making may be combined

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24

Anak Manggai, Bibiana, Kassim Bin Thukiman, Muhammad Fauzi bin Othman, and Muhammad Khairi bin Abdul Majid. "Organizational Culture and Ethics in Decision-Making." International Journal of Engineering & Technology 7, no. 2.29 (2018): 257. http://dx.doi.org/10.14419/ijet.v7i2.29.13327.

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Malaysia was recorded outnumber of accidents in the world. The traffic Police is the responsible body for ensuring to maintain the law on the road which assists the public for smooth travelling The media reports stated that the traffic police uses their power in wrong ways and is showing not profession with their duties. This happens due to lack of organizational culture among civil servants which are not practiced in the right ways according to the justice and their professions. Therefore, this article focuses on the organizational culture that should be practiced and the decisions that need

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25

Rasinski, Kenneth A. "Preference for decision control in organizational decision making." Social Justice Research 5, no. 4 (1992): 343–57. http://dx.doi.org/10.1007/bf01050754.

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26

Aida, Iqlillah Nur, Faishal Muhammad, and Andi Dwi Anjani. "Emotional Intelligence in Managerial Economic Decision-Making." Jurnal Ilmiah Manajemen, Ekonomi dan Bisnis 4, no. 2 (2025): 52–63. https://doi.org/10.51903/qtjj2s79.

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In today’s complex organizational environment, Emotional Intelligence (EI) plays a critical role in shaping the quality of economic decision-making by managers. This study investigates how the dimensions of EI—namely self-awareness, emotional regulation, and empathy—influence strategic decision processes across various industries. Using a descriptive qualitative approach with thematic analysis, data were gathered from semi-structured interviews with 10 senior managers, supported by observations and organizational documents. The findings reveal that EI serves as an internal mechanism that stabi

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27

Dorton, Stephen L., Samantha B. Harper, LeeAnn R. Maryeski, and Lillian K. E. Asiala. "Crowdsourced Knowledge in Organizational Decision Making." Knowledge 2, no. 1 (2022): 26–40. http://dx.doi.org/10.3390/knowledge2010002.

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Inefficiencies naturally form as organizations grow in size and complexity. The knowledge required to address these inefficiencies is often stove-piped across different organizational silos, geographic locations, and professional disciplines. Crowdsourcing provides a way to tap into the knowledge and experiences of diverse groups of people to rapidly identify and more effectively solve inefficiencies. We developed a prototype crowdsourcing system based on design thinking practices to allow employees to build a shared mental model and work collaboratively to identify, characterize, and rank ine

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28

Chung, Daehun, and Dongyeob Shin. "Status Inconsistency and Organizational Decision Making." Korean Academy of Organization and Management 42, no. 1 (2018): 65–95. http://dx.doi.org/10.36459/jom.2018.42.1.65.

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29

Ramsdell, Penny Smith. "Staff Participation in Organizational Decision-Making:." Administration in Social Work 18, no. 4 (1994): 51–71. http://dx.doi.org/10.1300/j147v18n04_03.

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30

Tatum, B. Charles, Richard Eberlin, Carin Kottraba, and Travis Bradberry. "Leadership, decision making, and organizational justice." Management Decision 41, no. 10 (2003): 1006–16. http://dx.doi.org/10.1108/00251740310509535.

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31

Jabs, L. B. "Communicative Rules and Organizational Decision Making." Journal of Business Communication 42, no. 3 (2005): 265–88. http://dx.doi.org/10.1177/0021943605277008.

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32

Simons, Pascale, Jos Benders, Jochen Bergs, Wim Marneffe, and Dominique Vandijck. "Has Lean improved organizational decision making?" International Journal of Health Care Quality Assurance 29, no. 5 (2016): 536–49. http://dx.doi.org/10.1108/ijhcqa-09-2015-0118.

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Purpose – Sustainable improvement is likely to be hampered by ambiguous objectives and uncertain cause-effect relations in care processes (the organization’s decision-making context). Lean management can improve implementation results because it decreases ambiguity and uncertainties. But does it succeed? Many quality improvement (QI) initiatives are appropriate improvement strategies in organizational contexts characterized by low ambiguity and uncertainty. However, most care settings do not fit this context. The purpose of this paper is to investigate whether a Lean-inspired change program ch

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33

Bell, Robert. "Professional Values and Organizational Decision Making." Administration & Society 17, no. 1 (1985): 21–60. http://dx.doi.org/10.1177/009539978501700102.

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34

Robinson, Laura O., and Amy E. Hurley. "Organizational Decision Making With Similar Alternatives." Journal of Psychology 133, no. 1 (1999): 73–84. http://dx.doi.org/10.1080/00223989909599723.

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35

Elele, Joyce, and Dail Fields. "Participative decision making and organizational commitment." Cross Cultural Management: An International Journal 17, no. 4 (2010): 368–92. http://dx.doi.org/10.1108/13527601011086586.

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36

Nadkarni, Ashok R., and Graham K. Kenny. "Expert Systems and Organizational Decision Making." Journal of General Management 13, no. 1 (1987): 60–68. http://dx.doi.org/10.1177/030630708701300105.

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37

Colignon, Richard A., and Mark Covaleski. "Accounting Practices and Organizational Decision Making." Sociological Quarterly 34, no. 2 (1993): 299–317. http://dx.doi.org/10.1111/j.1533-8525.1993.tb00392.x.

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38

Buendia Giribaldi, Atilio Rodolfo, Miguel Antonio Rojas Quispe, Susana Milagros Quiñones Chumacero, Mayumi Guendi Espinoza Santos, and Graciela Chela Quispe Gonzales. "Organizational decision-making through business intelligence." Journal of Scientific and Technological Research Industrial 2, no. 1 (2021): 11–13. http://dx.doi.org/10.47422/jstri.v2i1.11.

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Competitiveness in the current market demands innovation and strengthening of their strategies from organizations, knowledge is a primary axis to achieve the objectives set. The implementation of Business Intelligence allows an organization to take advantage of the information and turn it into knowledge that derives in unique strategies and value that is difficult to replicate by the competition.

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Benders, Jos, and Frank Manders. "Expert systems and organizational decision-making." Information & Management 25, no. 4 (1993): 207–13. http://dx.doi.org/10.1016/0378-7206(93)90069-6.

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40

Carley, Kathleen M. "Organizational decision making and distributed information." Systems Engineering 1, no. 1 (1998): 70–81. http://dx.doi.org/10.1002/(sici)1520-6858(1998)1:1<70::aid-sys7>3.0.co;2-6.

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41

Laini, Katanda Bijoux. "IMPACT OF BIG DATA ANALYTICS ON DECISION MAKING AND ORGANIZATIONAL PERFORMANCE." Global Journal of Engineering Science and Research Management 7, no. 4 (2020): 11–24. https://doi.org/10.5281/zenodo.3747341.

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While big data analytics is being increasingly used to gain data-driven insights to support decision-making, little research exists regarding the impact of Big Data Analytics on decision-making and effectiveness of decisions on organizational performance. Drawing on the information processing view and survey based ratings; this paper develops a research model linking Big Data Analytics to organizational decision-making effectiveness and performance of organizations in manufacturing sector of Republic of Uganda. Study uses the Simon’s decision making theory to lens the intellectuals of bi

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42

Jones, Malcolm. "System Safety in Organizational Safety Decision Making." Journal of System Safety 52, no. 2 (2016): 13–20. http://dx.doi.org/10.56094/jss.v52i2.126.

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The two cardinal aspects of safety are intrinsic safety and its demonstration. A key element of demonstrating system safety is the organizational structure that is best placed to ensure and demonstrate that high standards of safety are clearly in place for its products, processes and facilities. This is particularly important for high-consequence industries. Accomplishing this depends on a number of organizational integrated layers of scrutiny, ranging from the accumulation of arguments and evidence at the lower levels to final executive decision making. The latter holds final responsibility a

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43

Mohamad Taib, Husna, and Norhayati Rafida Abdul Rahim. "WAZUP! COMMUNICATION TOOLS IN ORGANIZATIONAL DECISION-MAKING." Perspektif Komunikasi: Jurnal Ilmu Komunikasi Politik dan Komunikasi Bisnis 7, no. 1 (2023): 103. http://dx.doi.org/10.24853/pk.7.1.103-114.

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The WhatsApp application has become the latest trend as a communication tool used in organizations to interact with each other. Most of its use is to convey official or personal information and get immediate feedback. Employees can send information and attach text, images, videos, and audio files. Additionally, users can form specific groups through the WhatsApp application. However, it is unclear to what extent WhatsApp is used as a communication tool that supports decision-making in organizations. This study aims to identify the extent to which WhatsApp is used in the organization and employ

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44

Eslava Zapata, Rolando, Edixon Chacón Guerrero, Edgar Gómez Ortiz, and Johanna Mogrovejo Andrade. "Decision-making in organizations: process and strategies." Data and Metadata 1 (November 30, 2022): 19. http://dx.doi.org/10.56294/dm202219.

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Introduction: The decision-making process of organizational leaders is being affected by the dynamics of the changing environment, which requires the management of useful information from the internal and external environment to understand the market, globalization, and society in general.Objective: The purpose of this work was to review the processes and tools used by organizations in decision-making.Method: A bibliographic review of scientific articles on decision-making available in the Scopus database was carried out. The study was approached from the hermeneutic-interpretative approach, w

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45

Fragouli, Evangelia. "The interaction of employee trust & ethical decision making." Business and Management Review 11, no. 02 (2020): 161–68. http://dx.doi.org/10.24052/bmr/v11nu02/art-19.

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Trust is seen to include both emotional and cognitive dimensions and to function as a deep assumption underwriting social order. In the past three decades, the importance of trust in the workplace & its influence on organizational performance has been recognized by research scholars, and practitioners. This research paper aims to examine the impact of employee trust on leaders' ethical decision-making. This study applies literature review method to address the above subject showing that the impact of employee trust on leaders’ ethical decision-making relates to organizational aspects, as w

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Sihombing, Teresa Paulina, Nasirwan Nasirwan, and Chandra Situmeang. "The Effect of Accounting Information and Organizational Culture on Decision Making." Budapest International Research and Critics Institute (BIRCI-Journal) : Humanities and Social Sciences 3, no. 1 (2020): 522–30. http://dx.doi.org/10.33258/birci.v3i1.800.

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This study examines the educational foundation's organizational decision making model that is the influence of accounting information and organizational culture on decision making. This research is a quantitative study with descriptive and inferential analysis. The sample of this study was 72 Catholic education foundations in Indonesia, which were tested by Partial Least Square (PLS) based analysis and data processing methods with the Smart PLS 3.0 program. This study obtains some empirical evidence, namely, first, accounting information significantly influences decision making. These results

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47

Moon, Henry, Donald E. Conlon, Stephen E. Humphrey, Narda Quigley, Cynthia E. Devers, and Jaclyn M. Nowakowski. "Group decision process and incrementalism in organizational decision making." Organizational Behavior and Human Decision Processes 92, no. 1-2 (2003): 67–79. http://dx.doi.org/10.1016/s0749-5978(03)00079-7.

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48

Jansson, Kaisu, Juha Tuunainen, and Tuija Mainela. "Concealing paradoxes in decision-making during hospital hybridization – a systems theoretical analysis." Journal of Health Organization and Management 35, no. 2 (2021): 195–211. http://dx.doi.org/10.1108/jhom-08-2020-0334.

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PurposeWhile previous health-care-related hybridity research has focused on macro- and micro-level investigations, this paper aims to study hybridization at the organizational level, with a specific focus on decision-making. The authors investigate how new politico-economic expectations toward a university hospital as a hybrid organization become internalized via organizational decision-making, resulting in the establishment of a new business collaboration and innovation-oriented unit.Design/methodology/approachThe authors employed a social systems theoretical framework to explore organization

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49

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 organi

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50

Gupta, Chhaya. "How Organizational Climate Shapes the Leadership Decisions of Principals in Secondary Schools: A Comparative Analysis." Journal of Humanities and Applied Sciences Volume-XIV, Issue-4 (2025): 29–38. https://doi.org/10.5281/zenodo.14636184.

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<strong>Abstract: </strong>This study explores how organizational climate influences the leadership decisions of principals in secondary schools, with a comparative analysis of private and government institutions. Organizational climate, characterized by the norms, values, and culture of an institution, plays a critical role in shaping the decision-making processes of school leaders. Using a qualitative and quantitative approach, data were collected from principals of private and government secondary schools to assess their perceptions of organizational climate and its impact on leadershi

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