Information requirements for managerial decisions in manufacturing

Phusavat, Kongkiti; Kanchana, Rapee; Lin, Bin

doi:10.1108/14637150910949489

Cited by 9 publications

(8 citation statements)

References 36 publications

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“…Therefore, the study's findings could be viewed as another confirmation, in the context of Kuwaiti public sector, of this proposition, along with other previous studies which argued for the role of context [18,19,[21][22][23], managers' characteristics [18,29,30,32,35,37] and more specifically, information behaviour in impacting decision-making [30,45,48,52].…”

Section: Discussionmentioning

confidence: 53%

“…In addition to the theoretical fragment of the information-decision-making relationship, which could be found in the previous study's arguments, empirical evidence also shows a link between managers' information behaviour and decision-making [30,45,48,52,53].…”

Section: Empirical Contributionsmentioning

confidence: 99%

“…For example, in the decision-making model by Mintzberge et al information exists in all three main decisionmaking phases: identification (recognition and diagnosis routines), development (search for ready-made solutions and passive search routines) and selection (screen, evaluation-choice, authorisation routines). Other researchers have also found a close relationship between information and decision-making [24,[46][47][48][49].…”

Section: Based Onmentioning

confidence: 99%

“…The link between information and decision-making has been argued for by many researchers [17,18,24,[42][43][44][45][46][47][48][49].…”

Section: Decision-making and Information Behaviourmentioning

confidence: 99%

“…Phusavat et al [48] examined the information requirements for managerial decisions in manufacturing companies in Thailand to ensure high-quality decision-making; and more specifically, electing a supplier to provide a transportation service for a manufacturer. The study's findings indicated there are specific information needs for each of the eight alignments that reflect the positive interrelationships between manufacturing and supplier-selection strategies.…”

Section: Empirical Contributionsmentioning

confidence: 99%

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The Impact of Information Behaviour Dimensions on Decision-Making Stages: Evidence for Kuwaiti Public Organisations

Almutairi¹,

Alsarraf²

2017

J Bus Fin Aff

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to this view, organisational members 'think and act in terms of decision making ' [6].Due to the high importance of decision-making, as illustrated by the previous literature, and the fact that decisions do not only affect the organisation but also the wider society, the decision-making process has been heavily studied, and researchers such as Barrett et al. [12] argued for 'a paradigm shift in decision-making', in terms of making better decisions in response to today's challenges.A good decision, however, is not produced by chance; rather, it is the output of a highly intelligent process that includes, among others, good empirical research.However, in the research field, Nooraie [9] noted that empirical studies that focused on factors influencing the decision-making process are either limited or have produced contradictory results. In the same vein, Papadakis et al. [8] argued that in spite of the crucial role of decision-making, research has not departed significantly from the stage it was based on.Consequently, research on the decision-making process and factors affecting this process remains of great importance for both organisation theorists and management practitioners. Thus, much more empirical work is necessary before any solid conclusion can be reached.It is the purpose of this study to advance our knowledge on how to make good decisions by investigating the impact of managers' information behaviour on the decision-making process. Keywords: Information behaviour; Decision-making; Public organisations; Data analysis Introduction Decision-making is the heart of administrationThe study of decision-making is not new in the literature [1]. The root of interest goes back as far as Barnard and his book the Functions of the Executive [2]. However, the great momentum in decision-making emerged in Simon's writings. Simon [3] in his article in PAR's The Proverbs of Administrations argued that the essence of management activity is decision-making, and organisations should seek ways to improve managers' decision-making capabilities rather than trying to find the ideal organisational structure. Further, Simon [4] believed that decision-making by its nature plays a vital role in organisations; He argued '…any practical activity involves both "deciding" and "doing". Consequently, Simon took an unprecedented and important decisionmaking position when he called for a science of administration and positing decision-making as the unit of analysis in this science.In preceding years, other writers have echoed Simon interest and such view of decision-making [5][6][7][8][9][10][11]. For example, Nooraie [9] argued that the world is witnessing large scale changes in all levels, which thus increases the complexity and rate of change in business environments. Therefore, there is frequently a need to make too many decisions too quickly on a range of unfamiliar problems. As a result, managers, who are already nervous in an unpredictable environment, are forced to make further decisions at an increasingly quicker pace. Similarly, Ma...

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Section: Discussionmentioning

confidence: 53%

Section: Empirical Contributionsmentioning

confidence: 99%

Section: Based Onmentioning

confidence: 99%

“…The link between information and decision-making has been argued for by many researchers [17,18,24,[42][43][44][45][46][47][48][49].…”

Section: Decision-making and Information Behaviourmentioning

confidence: 99%

Section: Empirical Contributionsmentioning

confidence: 99%

See 3 more Smart Citations

The Impact of Information Behaviour Dimensions on Decision-Making Stages: Evidence for Kuwaiti Public Organisations

Almutairi¹,

Alsarraf²

2017

J Bus Fin Aff

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Modelling and analysis for higher education shadow institutions in Indian context: an ISM approach

2022

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The Indian education sector is booming with increasing number of students enrolling for various educational courses for acquiring higher education. The competition for lucrative jobs adds to the pressure on students to perform in competitive exams for higher education and other skill development courses.Query As a result, students turn to Private Coaching Classes also called Shadow Education and Private Supplementary Tutoring for additional help. Equally competitive environment exists for shadow or coaching institutes. They too face demanding customers which exerts a lot of pressure on them to achieve academic excellence. In this study, quality management perspective was applied to institutional practices along with Interpretive Structural Model methodology and MICMAC technique for developing a framework to enhance students’ learning and academic performance in shadow institutes for higher education. Attempt has been made to construct a hierarchical structural model for decision making which takes into account all strategic issues and their interrelationships encountered by shadow institutions. This model or structure if implemented can also help shadow institutes to achieve sustained growth in a highly competitive and dynamic environment.

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