Effectiveness of Information Use for Strategic Decision Making
In general, effective strategic decisions are associated with a step-by-step analysis of information. However, such recommendations are detached from the realities decision makers are faced with, i.e uncertainty of a decision problem, abundance of informa
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GABLER RESEARCH Entrepreneurship Herausgegeben von Professor Dr. Malte Brettel, RWTH Aachen, Professor Dr. Lambert T. Koch, Universität Wuppertal, Professor Dr. Tobias Kollmann, Universität Duisburg-Essen, Campus Essen, Professor Dr. Peter Witt, Universität Wuppertal
„Entrepreneurship“ ist ein noch relativ junger Forschungszweig, der jedoch in Wissenschaft und Praxis stetig an Bedeutung gewinnt. Denn Unternehmensgründungen und deren Promotoren nehmen für die wirtschaftliche Entwicklung einen zentralen Stellenwert ein, so dass es nur folgerichtig ist, dem auch in Forschung und Lehre Rechnung zu tragen. Die Schriftenreihe bietet ein Forum für wissenschaftliche Beiträge zur Entrepreneurship-Thematik. Ziel ist der Transfer von aktuellen Forschungsergebnissen und deren Diskussion aus der Wissenschaft in die Unternehmenspraxis.
Wolfgang Gänswein
Effectiveness of Information Use for Strategic Decision Making With a foreword by Prof. Dr. Malte Brettel
RESEARCH
Bibliographic information published by the Deutsche Nationalbibliothek The Deutsche Nationalbibliothek lists this publication in the Deutsche Nationalbibliografie; detailed bibliographic data are available in the Internet at http://dnb.d-nb.de.
D 82 (Diss. RWTH Aachen University, 2011)
1st Edition 2011 All rights reserved © Gabler Verlag | Springer Fachmedien Wiesbaden GmbH 2011 Editorial Office: Stefanie Brich | Nicole Schweitzer Gabler Verlag is a brand of Springer Fachmedien. Springer Fachmedien is part of Springer Science+Business Media. www.gabler.de No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the copyright holder. Registered and/or industrial names, trade names, trade descriptions etc. cited in this publication are part of the law for trade-mark protection and may not be used free in any form or by any means even if this is not specifically marked. Cover design: KünkelLopka Medienentwicklung, Heidelberg Printed on acid-free paper Printed in the Netherlands ISBN 978-3-8349-3086-6
Foreword
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Foreword In practice, strategic decisions are made under very different circumstances by very different characters. As a result, a variety of completely different decision processes can be observed. The continuum ranges from decisions which are perfectly thought out and underlined with complete information to those decisions that merely follow the intuition of a single decision maker. In this context, a material role of one single decision maker is frequently discernible even in large organizations. Economic and management research has already dealt extensively with decisions decision theory may be witness of it. For a long time being, the underlying image of a decision maker was the economic man paradigm, i.e. the image of a perfectly rational decision maker. This image does not hold true in practice such that research has dealt increasingly with the limitations of rationality and the
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