Abstract:Purpose
This paper aims to identify the expressions and flows of tacit knowledge in the unstructured decision process. In this type of process, decision-makers use not only the explicit knowledge but also aspects such as intuition, experience and other forms of tacit knowledge. The research developed a qualitative approach, through a study of multiple cases, and applied semi-structured interviews to ten executives. The analysis of data was carried out according to Flores (1994) interpretative analysis of text … Show more
“…To identify the best available decision, Mintzberg et al (1976) divides decision‐making into routines: identification routine requires actions to identify the gap between the actual and expected situation (Mintzberg et al, 1976), development allows to find a solution for a problem (Lucena & Popadiuk, 2020), and selection helps to make a decision. The increased level of digitalization within organizations has sped up the decision‐making mentioned above since it gives decision‐makers more relevant and timely data processed in decision‐making (Ahmed et al, 2022).…”
The paper examines the adoption of a data‐driven decision‐making (DDDM) process in organizations from purposefully selected European Union (EU) countries. It determines what organizational changes are required to adopt this process in organizations. This study uses a mixed‐method approach to identify organizational changes required for DDDM adoption. The responses from quantitative research in 10 EU countries (1091 respondents) and qualitative research with 20 C‐level managers are analyzed. The study offers the following organizational changes needed to implement DDDM in organizations: culture and mindset changes, digitalization, process improvements, new competencies, re‐organization, and legal requirements. This research contributes to a better understanding of the usage and adoption of DDDM globally and suggests specific organizational changes required to adopt this process.
“…To identify the best available decision, Mintzberg et al (1976) divides decision‐making into routines: identification routine requires actions to identify the gap between the actual and expected situation (Mintzberg et al, 1976), development allows to find a solution for a problem (Lucena & Popadiuk, 2020), and selection helps to make a decision. The increased level of digitalization within organizations has sped up the decision‐making mentioned above since it gives decision‐makers more relevant and timely data processed in decision‐making (Ahmed et al, 2022).…”
The paper examines the adoption of a data‐driven decision‐making (DDDM) process in organizations from purposefully selected European Union (EU) countries. It determines what organizational changes are required to adopt this process in organizations. This study uses a mixed‐method approach to identify organizational changes required for DDDM adoption. The responses from quantitative research in 10 EU countries (1091 respondents) and qualitative research with 20 C‐level managers are analyzed. The study offers the following organizational changes needed to implement DDDM in organizations: culture and mindset changes, digitalization, process improvements, new competencies, re‐organization, and legal requirements. This research contributes to a better understanding of the usage and adoption of DDDM globally and suggests specific organizational changes required to adopt this process.
“…AKEPT has to assess the leader in regard to their sense of urgency in terms of making timely decisions, and using intuition as well as data in the face of ambiguity. The leader needs to take follow-up actions to support decisions and be willing to stand by controversial decisions that can benefit their higher education institution (Lucena & Popadiuk, 2020).…”
This paper presents the development process of talent management in higher education institutions. Specifically, this study aims to identify clusters that best fit the leadership competency framework for those institutions. This study utilizes the qualitative approach via focus group discussion with the Leadership Competency and Instrument Committee in AKEPT, and also by interviews with academics in the public universities. The findings from the focus group discussion and interview demonstrate five clusters of leadership competency skills framework: personnel effectiveness, cognition, leading, impact and influence, and achievement and action. Within these clusters, issues were identified that need to be taken into consideration when selecting future leaders in higher education institutions. Based on the findings, a set of attributes were listed that can be adopted in the future to allow leaders of higher institutional education to enhance their sustainability performance. This paper provides an understanding to interested parties on the attributes of good leaders for higher education institutions.
“…Decision-making refers to the cognitive process that results from a selection of beliefs or courses of action among several options (Lucena, De, & Popadiuk, 2019). For a leader to make a decision, they need to be able to establish decision-making processes and communicate how short-term and long-term decisions will be made, who has input, and ensure that decisions are made by individuals best suited to the task.…”
Section: Issue 3: Does the Leader Have Decision-making Ability?mentioning
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