Planning the Decision Making Process: A Multiple Case Study

Sousa, Willy Hoppe de; Porto, Maria Cecília Galante; Marcatonio, Maria Isabel Palmeiro; Takenouchi, Pedro Issao; Yu, Abraham Sin Oih

doi:10.5539/emr.v4n1p82

Cited by 3 publications

(3 citation statements)

References 21 publications

(14 reference statements)

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“…Networking will likely increase the opportunities for businesses in advancing success. [40,41,42,43,44,45,46,47,48,49]…”

Section: Small Business Networkingmentioning

confidence: 99%

Strategic imperatives for privately owned fashion boutiques in the southeast united states

White¹,

Souza

2022

J.M.S

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Consumers have greater purchase choice options to fulfill their wants and desires in a networked world. In the United States fashion business, privately owned brick-and-mortar fashion boutiques face the unique challenge of strategically competing with online retailers who usually have low overheads and inventories. Low adaptability,limited innovation, and inadequate attention to a changing marketing landscape could be responsible for the decline in the survival rate of several traditional, or pure brick-and-mortar fashion boutiques. Newer approaches may be essential for traditional and online entrepreneurs, to increase adaptability and business sustainability and in increasing customer marketing outreach. Grounded in the general systems theory, the research conducted in this qualitative study was with the invocation of a multiple case design and entailed gaining insight into the exploration of strategies used by successful brick-and-mortar fashion boutique owners in contending with the purely online retailers. Semi-structured interviews constituted the means for data collection and involved 5 brickand-mortar fashion boutique owner participants, who operated retail fashion businesses in the southeast region of the United States. The successful existence of the business for more than 5 years was an important prerequisite for participation criteria in the study, as also indicated merit in studying the critical success factors in traditional fashion retailing. The data from interviews were analyzed and triangulated with credible secondary sources such as information and reports from the U. S. Small Business Administration, U. S. Census Bureau, and the fashion industry. From a thematic analysis of the interview data, the major emergent themes were the importance of the business success of marketing strategies, cognizance of fashion trends and the role of customer preference in economic success resepectively. The ensuing knowledge from the utilization of the study may serve to increase the success rates of traditional and online fashion startups and possibly provide knowledge on the strategic imperatives for these businesses to compete in an online business world.

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“…Networking will likely increase the opportunities for businesses in advancing success. [40,41,42,43,44,45,46,47,48,49]…”

Section: Small Business Networkingmentioning

confidence: 99%

Strategic imperatives for privately owned fashion boutiques in the southeast united states

White¹,

Souza

2022

J.M.S

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“…The decision-making process involves basically the problem, objectives, alternatives, evaluation and implementation of the decision [35]. By an appropriate planning of these meta-decisions, the decision makers would have more control over the process and can reach better quality decisions with less time and resources invested, thus optimizing the decision-making process [36].…”

Section: A Need For Different Planning and Decision-making Approachesmentioning

confidence: 99%

Positive Energy Districts: Identifying Challenges and Interdependencies

et al. 2021

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Positive Energy Districts (PED) are areas within cities that generate more renewable energy than they consume, contributing to cities’ energy system transformation toward carbon neutrality. Since PED is a novel concept, the implementation is very challenging. Within the European Cooperation in Science and Technology (COST) Action, which offers an open space for collaboration among scientists across Europe (and beyond), this paper asks what the needs for supporting the implementation of PEDs are. To answer this, it draws on Delphi process (expert reviews) as the main method alongside the literature review and also uses surveys as supplementary methods to identify the main challenges for developing PEDs. Initial findings reveal seven interacting topics that later were ranked as highest to the lowest as the following: governance, incentive, social, process, market, technology and context. These are interrelated and interdependent, implying that none can be considered in isolation of the others and cannot be left out in order to ensure the successful development of PEDs. The resources that are needed to address these challenges are a common need for systematic understanding of the processes behind them, as well as cross-disciplinary models and protocols to manage the complexity of developing PEDs. The results can be the basis for devising the conceptual framework on the development of new PED guides and tools.

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“…Já em 1976, Mintzberg, Raisinghani, & Theoret definiam a tomada de decisão como um comprometimento específico de recursos a uma ação, e o processo de decisão, como um conjunto de ações e fatores dinâmicos que se inicia com a identificação de um estímulo à ação. Atualmente, conforme descrevem Sousa, Porto, Marcantonio, Takenouchi & Yu (2015), esse estímulo inicial, nas empresas, não se restringe ao reconhecimento de um problema, incluindo também a identificação de uma oportunidade, sendo que a formulação desse problema ou oportunidade guia as decisões, ao estabelecer objetivos a serem alcançados, e, portanto, quais alternativas serão consideradas na decisão.…”

Section: Tomada De Decisãounclassified