Types of Organizational Decision Processes

Nutt, Paul C.

doi:10.2307/2393033

Cited by 440 publications

(249 citation statements)

References 25 publications

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“…Along with the content of architectural communication regarding architectural issues is be useful makes sense to stakeholders. Proactive behavior (11) Architects who act decisively and help stakeholders with applying EA products (architectures and policies). Vision (10) The architect having a long-term overarching view and a realistic opinion about the organization and the realization of its business and IT strategy.…”

Section: Attributes Consequences and Valuesmentioning

confidence: 99%

“…The foundation for effective collaboration between architects and EA stakeholders is understanding of each other's perspectives in EA decision making [10]. EA stakeholders make decisions based on the objectives specific to their roles [11]. The willingness of EA stakeholders to participate in the EA function depends on their satisfaction with its performance, which is determined by the degree in which they perceive their expectations about the EA function to be met [12].…”

Section: Introductionmentioning

confidence: 99%

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Stakeholder Perception of Enterprise Architecture

Raadt

Schouten

Vliet³

2008

Software Architecture

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Abstract. Enterprise Architecture (EA) is increasingly being used by large organizations to get a grip on the complexity and inflexibility of their business processes, information systems and technical infrastructure. Although seen as an important instrument to help solve major organizational problems, effectively applying EA seems no easy task. Efficient collaboration between architects and EA stakeholders is one of the main critical success factors for EA. The basis for efficient collaboration between architects and EA stakeholders is mutual understanding. In EA research, there has been much focus on the role of the architect; there is little research on the EA stakeholder. In this article we present the cognitive structure of four EA stakeholder groups, revealing how they expect the EA function to help them achieve their goals. With this we gain understanding of the EA stakeholder and provide the basis for better collaboration between architects and EA stakeholders.

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Section: Attributes Consequences and Valuesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Stakeholder Perception of Enterprise Architecture

Raadt

Schouten

Vliet³

2008

Software Architecture

View full text Add to dashboard Cite

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“…From the group communication literature we have learned that differences in decision development can be explained by contingency factors such as group and task characteristics, degree of conflict in the decision, and degree of uncertainty about the situation (e.g. Mintzberg et al, 1976;Nutt, 1984;Poole, 1983b;Poole & Roth, 1989b). Studies on the use of group decision support systems have also noted the degree of procedural support provided by these systems as a contingency factor affecting decision paths (e.g.…”

Section: Studying Contingency Factors Influencing Decision Pathsmentioning

confidence: 99%

Decision development in facilitated modelling workshops

Franco

Rouwette

2011

European Journal of Operational Research

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Citation: Netherlands ABSTRACT While the facilitated modelling literature recognises the importance of the group process within facilitated modelling workshops, published empirical research rarely examines their dynamic nature. In this paper, we address this gap in the literature in two ways. First, we propose to locate facilitated modelling workshops as the main focus of investigation, and adopt decision development as the analytical lens. Second, we provide guidance regarding how to implement a research strategy that is informed by such a focus. We start by mapping the different conceptualisations of decision development that seem embedded within the facilitated modelling tradition, and contrast them with theoretical models from the group communication field. Our analysis identifies a number of potentially useful areas for the study of facilitated modelling workshops from a decision development perspective, and articulates a number tentative research questions and testable propositions amenable to empirical research. Central to our proposal are research methods for the study of dynamic group processes. We thus discuss the steps required to extract group process data from facilitated modelling workshops that are usable and open to analysis. This includes a review of issues regarding research design, coding scheme development, data coding and choice of analytical techniques. Finally, we offer conclusions and briefly discuss some feasibility issues related to the implementation of our proposal.

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“…Therefore, the author has posed the question which decision-making models can be identifi ed in practical functioning of public healthcare entities. The attempts to answer this research question are based on the classifi cations of the decision-making models in public organizations, developed by Paul Nutt, who has identifi ed fi ve main models (Nutt 1984). The research was conducted using qualitative methods (interview) on the basis of the approach P. Nutt which is based on the reconstruction of the decision-making process (Nutt 1984).…”

Section: Introductionmentioning

confidence: 99%

“…The attempts to answer this research question are based on the classifi cations of the decision-making models in public organizations, developed by Paul Nutt, who has identifi ed fi ve main models (Nutt 1984). The research was conducted using qualitative methods (interview) on the basis of the approach P. Nutt which is based on the reconstruction of the decision-making process (Nutt 1984). The fi rst part of the article presents the characteristic features of the decision-making process in public organisations, which have already been identifi ed in the source literature.…”

Section: Introductionmentioning

confidence: 99%

The decision-making process in public healthcare entities – identification of the decision-making process type

Szymaniec-Mlicka

2017

Management

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SummaryThe decisions made in the organization determine its success, therefore, conducting studies in the scope of decision-making seems important both for theory and practice. The aim of the studies was to identify the type of decision-making process in public medical entities with the use of typology developed by P. Nutt. For this purpose we used qualitative methods. Interviews with 8 directors of hospitals were conducted and the reconstruction was made on the basis of the decision-making process, which enabled the assignment of the model of decision-making process to the organization. The research indicated that four organizations use the historical decision-making model, three organizations represent the model of generating solutions, and one organization uses the model of available solutions.

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Types of Organizational Decision Processes

Cited by 440 publications

References 25 publications

Stakeholder Perception of Enterprise Architecture

Stakeholder Perception of Enterprise Architecture

Decision development in facilitated modelling workshops

The decision-making process in public healthcare entities – identification of the decision-making process type

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