Purpose - In this study, we explored factors driving evidence-based management (EBM) decision-making in Poland which has experienced changes from state-controlled market environments to more competitive ones. Evidence-based management requires the critical use and adaptability to information to...

Purpose The organizational decision-making perspective (ODM) has a legacy regarding its concern for budgeting as an essential organizational routine in decision-making. Budgeting has also become a direct concern to organizational institutional theory (OIT) because of its prominent role in...

Ziel der Arbeit ist der Beitrag zu einem bislang wenig entwickelten Diskussionsstand und einem zukünftig hoffentlich erhöhten Problembewusstsein über die Rechte und besonderen Verhaltenspflichten von Vorstandsmitgliedern im Anschluss an Unternehmensübernahmen. Die Arbeit wird aus den in...

Start-ups zeichnen sich durch limitierte personelle sowie finanzielle Ressourcen aus. Gleichzeitig sind sowohl Wachstumsambitionen als auch das Risiko zu scheitern groß. Daraus resultiert die Herausforderung, Tagesgeschäft, inkrementelle Innovationen und disruptive Neuerungen des Start-ups zu...

We examine the relationship between managerial incentives and firms’ human resource policies by combining Italian social security records with newly collected data on board terms. We exploit the fact that boards of listed companies are appointed every three years as a source of variation in...

Preface -- Rational Decision Making -- Sensibility-Based Decision Making -- Systemic Decision Making -- Creative Decision Making -- Synthetic Decision Making References and Further Readings Appendix Example Answers to End of Chapter Problems Index.

Firms frequently fail to adopt profitable business opportunities even when they do not face informational or liquidity constraints. We explore three behavioral frictions that explain inertia among individuals--present bias, limited memory, and distrust--in a managerial setting. In partnership...

"Quantitative Analysis for Decision Makers, 8th Edition, by Wisniewski, Shafti and Yeo answers the quintessential question that lies at the heart of every manager's role: deciding what to do and how to do it. It provides an accessible introduction to quantitative methods of analysis to...

Chapter 1. About Trends in General -- Chapter 2. Excursus: Dealing with Fuzzy Information -- Chapter 3. Trend Analysis in Companies -- Chapter 4. Trend Research: Collecting Trend Information -- Chapter 5. Trend Analysis: Understanding Effects -- Chapter 6. Excursus: Thinking Traps in Trend...

Making decisions is a key task for leaders and managers. Senior leaders are currently exposed to increasing amounts of data which they must process quickly in our current dynamic world. Complex factors in the business world are not always best approached through an analytical framework. Using...

This Article addresses an important question in modern antitrust: when large investment funds have holdings across an industry, is competition depressed?The question of the impact of common ownership on competition has gained much attention as the role of institutional shareholding has grown,...

Recent advances in AI represent improvements in prediction. We examine how decision-making and risk management strategies change when prediction improves. The adoption of AI may cause substitution away from risk management activities used when rules are applied (rules require always taking the...

We examine the relationship between managerial incentives and firms' human resource policies by combining Italian social security records with newly collected data on board terms. We exploit the fact that boards of listed companies are appointed every three years as a source of variation in...

"Uncertainty is inherent in human existence and can be an opportunity or a fundamental problem for individuals and organizations. The environment of actors, individuals and organizations alike, is uncertain (Ahrne 1994), which means that we cannot predict the outcomes of actions. This is to say...