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Several tendencies in the process of political decision-making in Belgium tend to put under strain the official model of representative democracy. One of these evolutions is the set up of many advisory councils, and especially the dynamism of some of these advisory councils to move up to participation in the decision-making itself.The process starts at the functional basis of the advisory councils: an information function, an advice function, a function to make proposals, an investigation function and a selection function. It is possible to get to the care of the decision for reason of a liability to advice, the quality as regards content of the advice, the composition of the councils and the appeal to the public opinion. The dysfunctions are the obstacles that need to be advoided: the alibi function, a basis for non-decision, the delay and concealing of the decision-making itself, a certain obliqueness in the composition and the undermining of the representative function of parliament.

ABSTRACTThis paper analyzes an expert resolution problem under an uncertain dichotomous choice situation. The experts share a common system of norms and therefore they all prefer the alternative that best suits their purpose. The selection of such an alternative is referred to as a correct choice. Our analysis of optimal decision rules for panels of independent experts is pursued for n‐member decision‐making bodies, n≤ 5. The suggested optimality criterion is the maximization of the probability of the panel's making the correct choice. Within our framework, this criterion is equivalent to the more common criterion of expected‐utility maximization. For three‐member panels of experts, the expert resolution problem is solved and illustrated by means of a medical application. For four‐member panels, we list the three relevant decision rules, specify the conditions for all possible rankings of these rules, and, finally, present an extended consulting application. We conclude by listing seven relevant decision rules in the case of five‐member decision‐making bodies.

Clear communication is important for making good decisions and for teaching people how to make better decisions. Decision analysts have special concepts with terms unfamiliar to most decision makers. Hence, in communicating about decisions, it is necessary to clarify and agree on usage of terms and often use terms familiar to decision makers to describe our concepts.

The activities of the Arab League during the period under review centered around the question of Palestine.Following its previous stand in support of Palestinian Arabs, the Political Com-mittee of the League decided on April 17, 1947 to oppose the idea of the creation of a new committee of inquiry by the United Nations, and to support the inclusion on the agenda of the first special session of the General Assembly of an item on the abro-gation of the mandate and proclamation of Palestine's independence. It expressed the view that, in any event, terms of reference of any established inquiry committee should include the questions mentioned above. Abdul Rahman Azzam Pasha, Secretary-General of the League, stated on May 29, 1947, that a decision on the League's position regarding the question of cooperation with the United Nations' committee of inquiry would be made at the seven member Conference of Foreign Ministers at Cairo in June, 1947. He emphasized that the Arab League was not concerned with Palestine alone, but also with 20,000,000 Arabs in French North Africa, and the problems of Libya and the Anglo-Egyptian Sudan. No action however, was taken by the Arab League in June, and a rift among Arabs over the Palestine question became evident when the Palestine Arab Higher Committee decided to boycott the inquiry commission. In a news conference on June 19, Abdul Rahman Azzam Pasha stated that the Arab League, representing all independent Arab states and about 45,000,000 persons, was giving full support to Palestine independence, and that the League was cooperating with the Special Committee on Palestine despite the boycott by the Arab Higher Committee.

The purpose of this paper is to provide insights regarding the implementation of using Project Risk Management (PRM) and Decision Analysis (DA) in managing projects for complex systems such as maritime vessels. The PRM approach apprehends many forms of risk both internal and external within a given project and assists the manager in determining the level of importance of each individual project phase and component to optimize project success. Ship Maintenance and Repair project decision-making requires that risk management and risk analysis techniques be applied in order to guide management in making better decisions to meet ship service life perspective. The Life Cycle Assessment (LCA) approach to project management is used to identify the short term limitations of projects with respect to a product's life cycle. There are many tools and techniques to assist project managers in implementing optimal solutions, but published statistics indicate failures to meet schedules and/or budgets are still common. The methodology for reducing risk and for determining how much contingency to add to reduce residual risk to an acceptable level will be discussed herein. This paper contributes to a discussion of empirical investigation centered across the areas of Project Management, Decision-Making, Reliability Centered Maintenance and Condition-Based Management.

Abstract
Decisions made by leaders please some people and upset others. We examine whether the possibility of backlash has a differential impact on men's and women's self-selection into leadership roles, and their decisions as leaders. In a laboratory experiment that simulates corporate decision-making, we find that women are significantly less likely to self-select into a leadership position when they can receive backlash. Once in a leadership role, women get more backlash. There are some gender differences in leaders' decision-making and communication styles under the threat of backlash, but little difference in final outcomes. An online experiment sheds light on possible mechanisms.

The empirical results on the influence of inexperience and experience in decision making are inconclusive. This paper offers a resolution to the puzzle of how empirical studies that advance contradictory risk-related claims can all command empirical support. The paper employs a paradigmatic model of decision making that examines two variables: (1) the decision maker's personality, of which inexperience and experience is one component; and (2) the particulars of the decision problem. These two variables permit us to resolve the puzzle of inconclusive empirical results by identifying the separating conditions under which each risk-related claim holds.

The main objective of this paper is first to analyze those instruments that have proven to be useful in time and have the merit of being able to be used in the decision-making processes of all types of organizations such as the tree decision-making or decision table and on the other hand, another important aspect is the presentation of the organization's integrated piloting tools such as scoreboard and balanced scorecard, tools that allow managers to dispose, in real time, of a synthetic view of the main indicators of the organization and the business environment for taking decisions under their competence.

Despite normative claims that elite foundation boards select elite nonprofits, foundations increasingly use community volunteers to allocate grants. There is an assumption that community involvement in grant making leads to better grant decisions. However, no one has tested this assumption and explored whether community members are even making different grant decisions than traditional boards. Drawing on a sample of six funders who use a community and traditional board, their 616 grantees, and 955 nongrantees, this paper empirically tests anecdotes replete in literature, identifying the organizational and financial determinants that influence community boards grant decisions versus those that influence traditional board decisions.

This paper studies the influence of ideology and political motives on the choice of management for urban water services. Our contribution is two-fold. Firstly, we use a considerably more detailed set of variables to represent ideological and political motives than previous research. Secondly, the variables that explain local politicians' decisions are observed at the time decision-making occurs, rather than at a later date. Beyond pragmatic reasons, we find that ideological and political motives also matter when explaining decisions regarding the management of water services. Furthermore, considering the time dimension of decision-making noticeably improves the explanatory power of our model.

Terrorism is problematic at multiple levels. Social scientists debate its cause; policymakers debate what to do about it; many debate the meaning and political use of the term; and many live in fear of it. Current explanations of terrorism hinge on competing models of decision making. Anthropologists are increasingly influential in decision theory as issues of rationality, culture, and evolutionary psychology are invoked to explain patterns in human decision making. In this article, I review and critique current explanations of terrorism, I relate these explanations to larger debates in decision theory and anthropology, and I present an example of how current schisms may be transcended.

Ethical decisions that journalists make vary greatly in their situational context, often shaped by a tension between professional values and organizational imperatives. This survey of newspaper reporters questions the notion of a common ethics decision-making framework that applies uniformly from situation to situation. Through three ethical situations—each varying in the nature of interaction with news sources—the study considers how individual, peer-group, organizational, professional, and societal levels of analysis relate to journalists' ethics decision making. Results found that ethical decisions vary by context and that an important difference among journalists is their degree of professional confidence.

AbstractThe decision‐making in this study compares the performance of the dialectical inquiry (DI) and the devil's advocate (DA) techniques. In addition, the task was structured to include three levels of goal difficulty and three decision‐making contexts. Over all contexts, there were no significant differences between the DI and DA methods. When the DI technique was employed, however, the context of the decision appeared to be an important factor. The goal‐difficulty factor was associated with significant effects on decision quality only when individuals were divided according to their perceptions of goal relevancy and meaning. Finally, the order in which the contexts were considered was important.

Intro -- Preface -- Editorial Board -- Contents -- Part I: Editorial -- Towards Service Automation in Public Organizations -- 1 Introduction -- 2 Understanding Public Sector Service Automation -- 2.1 Conceptualization of Public Sector Service Automation -- 2.2 Applications of Public Sector Service Automation -- 2.3 Implementation Challenges of Public Sector Service Automation -- 3 Future of Public Service Automation -- References -- Part II: Conceptualization of Public Sector Service Automation -- The Subject Matter of Process Automation Practices: Through the Lenses of Research Questions -- 1 Introduction -- 2 Research Approach -- 3 A Linguistic Analysis: What Does ``Automation´´ Mean? -- 4 A Practice Analysis: Identification of Presumed Practices -- 4.1 A Practice-Theory View -- 4.2 Presumed Practices in Research Questions -- 5 A Review of Research Questions in Selected Research Projects -- 5.1 The Linköping Project -- 5.2 The Göteborg Project -- 5.3 The Örebro Project -- 5.4 The Halmstad Project -- 5.5 The Stockholm Project -- 6 Synthesis and Conclusions: Clarifying the Subject Matter of Automated Case Handling Practices -- 6.1 Comparative Reflections -- 6.2 Practice Ontology of Automated Case Handling -- 6.3 Concluding Remarks on Chapter Contributions -- References -- Understanding Automated Decision-Making in the Public Sector: A Classification of Automated, Administrative Decision-Making -- 1 Introduction -- 2 Automated Administrative Decision-Making -- 3 Methodological Basis -- 4 Insights from Existing Definitions, Classifications and Typologies -- 4.1 Technology-Centred Understandings -- 4.2 Sociotechnical Understandings -- 5 A Classification of Use of Automated, Administrative Decision-Making -- 5.1 Six Ideal Types of Use of Automated, Administrative Decision-Making -- 6 Assessing the Classification´s Usefulness -- 6.1 Usefulness.

Based on the two recent consecutive Korean Innovation Surveys in 2014 and 2016, this research empirically identifies the influencing factors and overall behavior of innovation success and failure in the manufacturing industry by using decision-making tree analysis (DT). The influencing factors and behavior of a successful innovator are also investigated from the perspectives of financial contribution, innovation activity, and research and development (R& ; D) activity. By using DT, this study acquires comprehensive knowledge of the arguments on innovation factors and behaviors in different contexts over time while dealing with all the factors in a single statistical framework based on the Oslo manual. Results with around 80% predictive accuracy show that the role of R& ; D is crucial for innovation success. The larger the firm size and the older the firm, the higher the success achieved by the firm will be. Firms in a low-technology industry prefer other innovation activities rather than R& ; D. Concerning a successful innovator&rsquo ; s behavior, target market characteristics that drive a firm to seek market needs influence innovation behavior and the use of information for innovation. Firms prefer implementing low-cost R& ; D activities across sectors, but firms in low-technology sectors prefer non-R& ; D activities. Regional characteristics of well-established business environments help firms to focus on R& ; D activities and reduce costly non-R& ; D activities. Most firms having R& ; D institutes focus on conducting in-house R& ; D using their own information. Cooperative R& ; D is conducted for closing capability gaps, but absorptive capacity is required to complement cooperative R& ; D. These empirical findings reaffirm the arguments on innovation behavior and arrange them in the overall perspective ; they also provide managerial and political implications. Establishing and strengthening private or public R& ; D support programs to increase the capability of both in-house and cooperative R& ; D through funding as well as leveling up the information environment on technology and the market is crucial to the national innovation system.