This paper presents the methodology for strategic decision making in higher education (HE). The methodology is structured as a cycle of strategic decision making with four phases, and it is focused on institutional and national perspective, i.e. on decision making that takes place at institutions of HE and relevant national authorities, in case HEIs are public. Case study of e-learning implemen...

Development projects for radical innovations are typically long in duration and, therefore, surrounded by a high level of technological, market, organizational and resource uncertainties. Various techniques have been developed in order to manage the uncertainties due to unpredictable future and to support managers in their strategic decision making during the innovation development process. Typ...

Human choice behaviors during social interactions often deviate from the predictions of game theory. This might arise partly from the limitations in the cognitive abilities necessary for recursive reasoning about the behaviors of others. In addition, during iterative social interactions, choices might change dynamically as knowledge about the intentions of others and estimates for choice outcom...

Master Planning is currently the dominant approach to airport strategic planning. However, history shows that this approach can often result in costly mistakes. Because there are many stakeholders with conflicting objectives, deep uncertainty about the future, and many potential strategies, planners often narrow their scope by using a single forecast for the future, leaving out alternative stra...

This paper proposes Constrained Rationality, a formal qualitative goals and constraints reasoning framework for single and multi agents to analyze and rationalize about strategic decisions/conflicts. The framework suggests bringing back the strategic decision making problem to its roots: reasoning about options/alternatives, not to satisfy a set of preferences, but rather to satisfy the explici...

Classical game theory uses the extensive form and the strategic form to explain a game. The extensive form is represented by a game tree, in which the players make sequential actions. However, the strategic form is usually used to describe games with two decision makers, in which players' choices are made simultaneously. Unlike one-player decision making, where optimality has a clear sense, in ...

Decision models related to investments in human capital, based on the strategic role of Human Resources (HR), are affected by existing perspectives of Intellectual Capital Architecture (ICA) and Utility Theory (UT). With the purpose of supporting decision-making process by increasing its quality via better informing stakeholders, human capital investment decision is a crucial component of the c...

To help bridge the gap between the emergent and rational school of strategy formation, I analyze the role of alternative generation and information integration as two process-based characteristics of the strategy process in the relationship between strategic planning and decision quality. Based on a survey of 155 top executives from German small and medium-sized companies, I show that the degre...

We investigate how boundaries in knowledge control, sharing and co-ordination influence UK and German manufacturing firms’ innovation intensity (an indicator of the volume of product change) and product life (an indicator of the pace of generational change). In general UK plants more commonly face knowledge control boundaries related to plant ownership or control, while German plants more commo...

Decision support often focuses on substantive rationality (what to choose). The procedural rationality (how to choose) of the process of long-term strategic decision making is then often neglected. In strategic decision making, supporting the decision process is more important than supporting the search for an ‘‘optimal’’ solution to the problem, especially since for most policy problems a well...