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"Discrete choice models are used to investigate the individual's choice among a discrete number of alternatives. The characteristics of each alternative, by means of multinomial and nested multinomial models, have been taken into account. Specifically, this study analyses the impact of choice-specific characteristics (economic and socio-political attributes) in a model of choice between different country locations. Individual IT-graduates are assumed to choose a single type of move, stay-home or go-abroad, while simultaneously choosing a country of their choice. We demonstrate that a nested logit model is appropriate on both theoretical and empirical grounds. The sample consists of 1,500 IT-graduates from India. The results show on the one hand a high migration propensity for foreign destinations and on the other hand a quite large number of IT-graduates who want to stay at home. By comparing the direct elasticities (at branch level) of home with those of foreign destination types we observe that both the economic as well as socio-political factors tend to have a greater impact for the foreign destinations. Based on the cross elasticities values, a location comparison between the destinations Germany and the USA/ Canada shows that the magnitude of the values of elasticities are found to be higher for North American countries than for Germany. This suggests that IT-graduates evaluate the economic as well as the socio-political factors as more important and significantly higher for North American destinations than for Germany. In addition we find strong evidence for a competition between countries with high potentials, with India emerging as an attractive location." (author's abstract)

Business Ethics: An Ethical Decision-Making Approach presents a practical decision-making framework to aid in the identification, understanding, and resolution of complex ethical dilemmas in the workplace. -Focuses exclusively on three basic aspects of ethical decision making and behavior-how it actually takes place, how it should take place, and how it can be improved -Uses real-life examples of moral temptations and personal ethical dilemmas faced by employees and managers -Discusses the biases, psychological tendencies, moral rationalizations, and impact of self-interest as impediments to proper ethical decision making -Includes relevant examples of ethical misconduct and scandals appearing in the news media

The ANU College of Law, Migration Law Program is pleased to introduce a text in administrative decision-making in Australian migration law. Over the past eight years we have assembled a team of some of Australia's most highly qualified migration agents and migration law specialists to deliver the Graduate Certificate in Australian Migration Law & Practice, and the Master of Laws in Migration Law. Alan Freckelton has worked with the Migration Law Program since 2008. Through personal recollections and a comprehensive analysis of administrative decision-making, he brings his professional expertise and experience in this complex field of law to the fore. The examination of High Court decisions, parliamentary speeches and public opinion bring a contentious area of law and policy to life, enabling the reader to consider the impact that legislation and decision-making has upon the individual and society as a whole.

Intro -- Smart Economic Decision-Making in a Complex World -- Copyright -- Dedication -- Endorsements -- Contents -- Acknowledgements -- Chapter 1 Introduction: Smart thinking in the real world of complexity -- What this book is all about -- Appendix: Background sources for, smart economic decision-making in a complex world -- References -- Chapter 2 The evolution of decision-making: Why institutions and capabilities matters -- Introduction -- Assumptions matter and behavioural economics -- The conventional wisdom and the different faces of behavioural economics -- The bounded rationality approach in context -- Satisficing and procedural rationality in context -- X-efficiency theory and external benchmarks for optimal behaviour -- Nudging versus constraints change and redesign -- Conclusion -- References -- Chapter 3 How complexity affects decision-making -- Introduction -- Key points of overlap: Hayek and behavioural economics -- Assumptions matter -- Revisiting complexity and the expert -- Contemporary views on bottom-up decision making and individualized norms for rationality -- Ecological rationality and the spontaneous order -- Opening the door to intelligent design -- Opening the door to multiple equilibria: Casting shadows on the spontaneous order and ecological rationality -- Conclusion: Hayek's Golden nugget in decision-making theory -- References -- Chapter 4 Freedom of choice in a complex world -- Introduction -- Multiple equilibria in consumption -- Multiple equilibria in production: An introduction -- Multiple equilibria in production: X-inefficiency and managerial slack -- Multiple equilibria in production: X-inefficiency and agency -- Multiple equilibria in production: Some related scenarios -- Historical and logical time -- Rent seeking and x-efficiency -- Conclusion -- References.

1. Guided Soul-Searching for Multi-Criterion Decisions -- 2. Interpersonal Comparison of Utilities -- 3. Group Decision Analysis -- 4. Externalizing the Parameters of Quasirational thought -- 5. Multivariate Selection of Students in a Racist Society: A Systematically Unfair Approach -- 6. A Multi-Objective Model for Planning Equal Employment Opportunities -- 7. Experiences in multiobjective management processes -- 8. The theory of the Displaced Ideal -- 9. The Surrogate Worth Trade-Off Method with Multiple Decision-Makers -- 10. An Interactive Multiple Objective Decision-Making Aid Using Nonlinear Goal Programming -- 11. Applications of Multiple Objectives to Water Resources Problems -- 12. On the Approximation of Solutions to Multiple Criteria Decision Making Problems -- 13. Why Multicriteria Decision Aid May Not Fit in with the Assessment of a Unique Criterion -- 14. Multiattribute Preference Functions of University Administrators -- 15. MCDM Bibliography 1975 -- 16. Multicriteria Simplex Method: A Fortran Routine.

A model of the decision process of a small committee is presented in which there is no status quo proposal & no preset agenda. The model is dynamic, ie, the development of compromise in time is an integral part of the model, & factors affecting the outcome, which are traditionally difficult to measure, are modeled as random variables. Using probability theory & integration theory in a spatial context, the expected distribution of outcomes, expected utilities to individuals, & a theorem on the effect of freedom of proposal introduction on the outcome from minimal behavioral assumptions, are derived. AA.

"Judgment, Decision-Making and Success in Sport introduces the fundamental approaches of Judgment and Decision-Making (JDM) research in psychology and applies them directly to a variety of JDM problems in sport"--

The paper describes the development of the 1998 revision of the Psychological Society of Ireland's Code of Professional Ethics. The Code incorporates the European Meta-Code of Ethics and an ethical decision-making procedure borrowed from the Canadian Psychological Association. An example using the procedure is presented. To aid decision making, a classification of different kinds of stakeholder (i.e., interested party) affected by ethical decisions is offered. The author contends (1) that psychologists should assert the right, which is an important aspect of professional autonomy, to make discretionary judgments, (2) that to be justified in doing so they need to educate themselves in sound and deliberative judgment, and (3) that the process is facilitated by a code such as the Irish one, which emphasizes ethical awareness and decision making. The need for awareness and judgment is underlined by the variability in the ethical codes of different organizations and different European states: in such a context, codes should be used as broad yardsticks, rather than precise templates.

In this paper, we assess the characteristics decision support tools should have in order to support "responsible decision‐making". To this end, we first describe responsible decision‐making. We argue that responsibility relates to both the outcome and the process of decision‐making. On the basis of this description, we discuss which conditions should be in place so as to increase the possibility of responsible decision‐making. Next, we discuss the characteristics of tools supporting responsible decision‐making in terms of their ability to support the realization of the required conditions for responsible decision‐making. We use these characteristics to identify three types of tools: "responsible", "neutral", and "irresponsible" tools. We illustrate the assessment of the responsibility of support tools by looking at group model building. Copyright © 2013 John Wiley & Sons, Ltd.

This paper provides an overview of decision analysis and its use in risk management decision making. The paper discusses the distinctive characteristics of decision analysis and compares these characteristics with those of its principal alternative—cost–benefit analysis. The paper also discusses each of the steps in a decision analysis and the strengths and limitations of the method.

Is cost analysis underutilized in decision making? Research suggests it is.

Abstract
Stephanie Collins' Group Duties offers interesting new arguments and brings together numerous interconnected issues that have hitherto been treated separately. My critical commentary focuses on two particularly original and central claims of the book: (1) Only groups that are united under a group-level decision-making procedure can bear duties. (2) Attributions of duties to other groups should be understood as attributions of "coordination duties" to each member of the group, duties to either take steps responsive to the others with a view to the group's doing what is said to be its duty or to express willingness to do so. In support of the first claim, Collins argues that only groups that can make decisions can bear duties, and that the ability to make decisions requires the relevant sort of decision-making procedure. I suggest that both parts of this argument remain in need of further support. I furthermore argue that Collins' account of coordination duties gets certain kinds of cases wrong, and suggest that attributions of duties to groups without decision-making procedures are more plausibly understood as attributing shared duties grounded in demands on the group's members to care about the values at stake.