strategic decisions

Strategic decisions

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)

whether strategic decisions should be deferred until more information is available and simultaneously whether to invest in (real) options

This does not mean that all strategic decisions should be deferred. Rather it is the careful combining of commitment

and hence more powerful basis for informing strategic decisions because it stresses both the need to adapt to changes in the environment

as well as for decision-makers in general, a main advantage can be that major strategic decisions in our case on the overall rationale of the EU policies

when strategic decisions are to be made on universities. Further, foresight process aligns the participating actors around emergent agendas, resulting in a coordinated mobilisation of people, resources and actions.

Basically they explore the ranges of consequences, outcomes and impacts of strategic decisions and corresponding actions.

However, strategic decisions are taken in a higher degree of reflexivity and transparency through the explicit consideration of the relevant trade-offs.

Strategic decisions are taken by political delegates who rely on advice from their operators, consulting engineers and regional and national regulatory bodies.

Scenario planning Decision support Political and institutional context Evaluation 1. Introduction Policy-makers and business leaders often face strategic decisions with uncertain future outcomes.

to enhance the reflexivity of actors regarding strategic decisions which can modulate these developments, and larger lock ins (irreversibilities)

and provided with enough information, is able to produce the right strategic decisions. Both the environment-scanning and competence-based approaches are based on the assumption that rational-analytical processes are used in strategic decision-making.

Our study indicates that the impact of foresight exercises on strategic decisions in research councils and programmes can be improved

and strategic decisions. 3 In their seminal paper on‘Inclusive foresight'Loveridge and Street (2005) argue that the credibiilit of foresight is dependent on extending participation to social stakeholders, especially those not normally seeking participation themselves.

or at least to understand the strategic decisions of a company so that the eight criteria of good governance are met:

at present and in the future researchers, developers and users are faced with strategic decisions on the continuation of their efforts again and again.