Abstract Based on military strategies, the chapter details three elements of strategy, which represents an integrated decision-making core questions concerning a company’s development. First, is decision determining long-term development goals; second that identifying key problems and main challenges; third formulating guiding principles for solutions to challenges, making it interdependent who...

Consolidation in the global banking industry has resulted in the emergence of financial conglomerates that conduct an extensive range of businesses with a group structure. To date, however, few studies have investigated the performance features of such groups. This study aims to extend the literature by evaluating the cost characteristics (scale, scope and x-efficiency), profit efficiency and p...

Operations Research, OR, and Management Science, MS, methodologies attempt to aid "human decision-making" for the improvement of various performance indecies in operation and control of complex "humanistic systems". A historical review of Zadeh's papers and fuzzy system applications reveal that OR, and MS applications were started early in the development of fuzzy systems, even before the adven...

INTRODUCTION The Balanced Scorecard (BSC) is a tool that helps in strategic management under the four following perspectives: the financial one, the client s, the internal processes of the company's, the growth and learning processes. In order to measure the performance of the entities, the BSC uses as a basis financial and non-financial indicators. OBJECTIVES To implement the BSC in a nutrio...

Decision models which are based on recent management approaches often integrate cause-and-effect relations in order to identify critical operational measures for a strategic goal. Designers of Decision or Executive Support Systems implementing such a model face the problem that many of the supporting indicators are of non-financial nature (e.g.: customer satisfaction, efficiency of certain busi...

the balanced scorecard framework with a hierarchical, multilayer, and causal-effect structure can shed light on the growth path and pave the development steps, which in addition to monitoring the financial goals. it also considers and controls the other effective and driving factors. in this study, after reviewing the balanced scorecard, a model was proposed in addition to extract the strategic...

alborz province with an area of about 5121.7 km2 has about 0.31% of the total area of the country. the total arable area of the province is about 48954 hectares. water, land and capital are the most important factors for agricultural production. by understanding the subjective beliefs, decision-making criteria and economic incentives of local farmers, the priority of crops can be achieved with ...