strategic decision-making

Strategic decision-making

Corporate decision making (5)
Decision (351)
Decision making (500)
Decision process (8)
Decision support (48)
Decision-making process (15)
Democratic decision-making (3)
Political decisions (6)
Sequential decision-making (6)
Strategic decision-making (32)
Strategic decisions (15)

but very necessary to embed futures analysis into the strategic decision-making process. The issue related to combination of methods was reviewed and

(strategic decision-making In the context of that example there is obviously no scope for sequential strategic decision-making in the sense of acquiring fire-protection assets once information on a beginning fire starts coming in 10

Instead any strategic decision-making has to take place well in advance of receiving 9 An example is the Handbook of Systems analysis from the 1980s with only quite cursory remarks on the subject (20, p. 240,21, p. 259f).

of course, rule out that sequential strategic decision-making might be highly relevant to, say, investment planning for fire-fighting. 469 E. A. Eriksson,

2005) is Researcher and doctoral student at the Systems analysis Laboratory of Helsinki University of Technology, with research interests in foresight, decision support systems and strategic decision making.

and many strategic decision-making processes to align future R&d priorities and innovation strategies with sustainability goals. He holds a Dr. Tech. and a Lic.

Due to long life times of infrastructures, strategic decision making has to explicitly consider uncertainties in context conditions,

we want to build on foresight methods for improving strategic decision making in infrastructures through the method of Regional infrastructure foresight RIF.

Such a methodological framework is likely to depart in style and content from the currently dominant forms of strategic decision making in infrastructure sectors 5. While in conventional approaches

RIF aims at providing an explorative perspective on strategic decision making and adopts an explicit participative stance.

and applied an explorative oriented approach to strategic decision making in infrastructure planning. We argued that due to the long life times of key technical components of these sectors

After our rich empirical experiences, we believe that a strong explorative perspective can be combined productively with strategic decision making,

In this paper, we argued repeatedly that infrastructure sectors represent a special case for strategic decision making, particularly in the case of OECD countries.

Pol. 35 (7)( 2006) 1069 1082.15 C. R. Schwenk, The Essence of Strategic decision making, Lexington Books, Lexington, 1988.16 T. A. Larsen, W. Gujer

in transdisziplinären Projekten, GAIA 1 (2007) 41 45.56 R. Barré, S&t Foresight as a Collective Learning process In view of Strategic decision making:

CES project, for example, stresses the operational level risk assessment whereas the INNORISK project's starting point is corporate strategic decision making.

while on the strategic decision making level the autonomous methods are convenient. The analysis of this small amount of project material indicates that systematic risk assessment methods tend to direct the analysis towards instrumental, consensual and exclusive analysis of the future.

Both the environment-scanning and competence-based approaches are based on the assumption that rational-analytical processes are used in strategic decision-making.

Since the turn of the millennium we can observe a shift in policy-making practices from shaping framework conditions and structural settings towards strategic decision making:

'They emphasise that future negotiating processes have to be studied according to how they are performed instead of looking at them as mere problem-solving tools for more prudent strategic decision making. 6 The Sociology of expectations analyses foresight practises as structured around expectations and promises in technology,

One of the main challenges for the FTA COMMUNITY is to support such a shift by embedding forward-looking participatory practices into strategic decision making. 8. Conclusions:

In strategic decision-making, it is possible that the traditionalansoffian analysis of weak signals mainly produces fictional certainty that leads to managerial overconfidence and blindness to true novelty and uncertainties.

and relevance of foresight. 2. Foresight exercises Various forms of foresight have been developed to support strategic decision-making amongst firms

This is the domain of strategic decision-making. Business studies have developed a set of techniques to assess the future for strategic decisionmakkin (Kappel 2001;

In this context, some scepticism arose in the academic community regarding the reliability of foresight efforts and their soundness and appropriateness for supporting strategic decision-making (Bradley Mackay and Costanzo 2009;

and strategic decision-making, we performed a multiple-case study of corporate organisations. In this paper, we focus on BASF in the chemical industry, Daimler in the automotive industry, Philips in the consumer electronics industry,

and shed light on their implications for foresight and strategic decision-making. Environmental uncertainty and strategic foresight Conceptualisation of environmental uncertainty Early conceptualisations of uncertainty go back to pioneering management scholars such as Knight (1921) and March and Simon (1958),

which previous scholars have suggested as the main contribution of foresight to strategic decision-making (van der Hejden et al. 2002;

In contrast to many other developed economies where technology foresight is used to support strategic decision-making, national-level technology foresight studies are seen not as a prominent activity in the science

and of the possible interaction of all scanned issues and their relevance for strategic decision-making. A repetitive character:

who might wish to use it to inform their strategic decision-making processes. The network should not only deliver a joint scan base to serve national and EC policy and research,