Understanding hubris and heuristics in CEO decision-making: Implications for management
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Band 52, Heft 2, S. 100978
ISSN: 0090-2616
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In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Band 52, Heft 2, S. 100978
ISSN: 0090-2616
In: Strategic change, Band 33, Heft 2, S. 107-116
ISSN: 1099-1697
AbstractThe 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.
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Band 48, Heft 2, S. 8-18
ISSN: 0090-2616