The Experts below are selected from a list of 91206 Experts worldwide ranked by ideXlab platform
David Collings - One of the best experts on this subject based on the ideXlab platform.
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talent Management Decision making
Management Decision, 2012Co-Authors: Vlad Vaiman, Hugh Scullion, David CollingsAbstract:Purpose – The paper sets out to understand the key issues that emerge in the context of Decision making.Design/methodology/approach – The paper is a literature review.Findings – First, the authors review debates around talent Management Decision making. Second, they examine some of the main factors currently influencing Decision making in talent Management. Third, they seek to identify some future research areas that will inform future Decision making in talent Management.Practical implications – The paper will be of interest to practitioners in designing and developing talent Management Decision systems.Originality/value – The paper presents a state of the art review of talent Management Decision marking.
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Talent Management Decision making
Management Decision, 2012Co-Authors: Vlad Vaiman, Hugh Scullion, David CollingsAbstract:Purpose: The paper sets out to understand the key issues that emerge in the context of Decision making. Design/methodology/approach: The paper is a literature review. Findings: First, the authors review debates around talent Management Decision making. Second, they examine some of the main factors currently influencing Decision making in talent Management. Third, they seek to identify some future research areas that will inform future Decision making in talent Management. Practical implications: The paper will be of interest to practitioners in designing and developing talent Management Decision systems. Originality/value: The paper presents a state of the art review of talent Management Decision marking. © Emerald Group Publishing Limited.
Vlad Vaiman - One of the best experts on this subject based on the ideXlab platform.
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talent Management Decision making
Management Decision, 2012Co-Authors: Vlad Vaiman, Hugh Scullion, David CollingsAbstract:Purpose – The paper sets out to understand the key issues that emerge in the context of Decision making.Design/methodology/approach – The paper is a literature review.Findings – First, the authors review debates around talent Management Decision making. Second, they examine some of the main factors currently influencing Decision making in talent Management. Third, they seek to identify some future research areas that will inform future Decision making in talent Management.Practical implications – The paper will be of interest to practitioners in designing and developing talent Management Decision systems.Originality/value – The paper presents a state of the art review of talent Management Decision marking.
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Talent Management Decision making
Management Decision, 2012Co-Authors: Vlad Vaiman, Hugh Scullion, David CollingsAbstract:Purpose: The paper sets out to understand the key issues that emerge in the context of Decision making. Design/methodology/approach: The paper is a literature review. Findings: First, the authors review debates around talent Management Decision making. Second, they examine some of the main factors currently influencing Decision making in talent Management. Third, they seek to identify some future research areas that will inform future Decision making in talent Management. Practical implications: The paper will be of interest to practitioners in designing and developing talent Management Decision systems. Originality/value: The paper presents a state of the art review of talent Management Decision marking. © Emerald Group Publishing Limited.
Hugh Scullion - One of the best experts on this subject based on the ideXlab platform.
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talent Management Decision making
Management Decision, 2012Co-Authors: Vlad Vaiman, Hugh Scullion, David CollingsAbstract:Purpose – The paper sets out to understand the key issues that emerge in the context of Decision making.Design/methodology/approach – The paper is a literature review.Findings – First, the authors review debates around talent Management Decision making. Second, they examine some of the main factors currently influencing Decision making in talent Management. Third, they seek to identify some future research areas that will inform future Decision making in talent Management.Practical implications – The paper will be of interest to practitioners in designing and developing talent Management Decision systems.Originality/value – The paper presents a state of the art review of talent Management Decision marking.
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Talent Management Decision making
Management Decision, 2012Co-Authors: Vlad Vaiman, Hugh Scullion, David CollingsAbstract:Purpose: The paper sets out to understand the key issues that emerge in the context of Decision making. Design/methodology/approach: The paper is a literature review. Findings: First, the authors review debates around talent Management Decision making. Second, they examine some of the main factors currently influencing Decision making in talent Management. Third, they seek to identify some future research areas that will inform future Decision making in talent Management. Practical implications: The paper will be of interest to practitioners in designing and developing talent Management Decision systems. Originality/value: The paper presents a state of the art review of talent Management Decision marking. © Emerald Group Publishing Limited.
Ali Intezari - One of the best experts on this subject based on the ideXlab platform.
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Wise Management Decision-making: a new concept
Academy of Management Proceedings, 2017Co-Authors: Ali Intezari, David J. PauleenAbstract:This paper draws on findings from an empirical research project that investigated the relationship between wisdom and Management Decision- making. Thirty-seven CEOs and senior managers and executives from both the public and private sectors were interviewed to examine their perceptions on the relationship between wisdom and Management Decision-making. Grounded Theory was used to analyze the data. The findings suggest that wise Management Decision-making results from an iterative and integrated process of Decision- making and learning. According to the findings, the development of practical wisdom and wise Decision-making requires having an approach beyond the accumulation of knowledge, and a simple knowing of the sequence of the activities of identifying problems, developing, comparing and choosing from different alternatives. Learning to make wise Decisions involves a set of Decision-making qualities/criteria that integrally evolve throughout the Decision-making process. The key findings and implications...
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Conceptualizing Wise Management Decision-Making: A Grounded Theory Approach
Decision Sciences, 2017Co-Authors: Ali Intezari, David J. PauleenAbstract:This article investigates the role of wisdom in Management Decision-making. In one of the first empirical studies investigating wisdom and Management, 37 CEOs, top managers, and senior executives were interviewed about their perspectives on the concept of wisdom in the business context and its role in Management Decision-making; the data were analyzed using grounded theory methodology. The findings introduce a grounded construct of Wise Management Decision-making, in which wise Decision-making is understood as an integrated cogni-emotional, reflective process that accounts for internal and external conditions related to the Decision, which is made with the well-being of the greatest number of stakeholders in mind. The findings both confirm and challenge previous conceptual studies of wisdom and provide a practical approach to wise Management Decision-making. The implications of this study are significant as they broaden the view of the practicability of wisdom in Management and add greater understanding of the complex nature of Decision-making in the business context. For managers, developing wise Decision-making abilities in situ should be considered an integrated and multidimensional practice, one that can be learned.
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The DIKW Hierarchy and Management Decision-Making
2016 49th Hawaii International Conference on System Sciences (HICSS), 2016Co-Authors: Ali Intezari, David J. Pauleen, Nazim TaskinAbstract:This paper reports on a mixed-method study in progress. The qualitative part has been completed and the quantitative part is underway. The findings of the qualitative study -- the theory of Integral Decision-Making (IDM) -- are introduced, and the research method to test IDM is discussed. It is expected that the integration of the qualitative and quantitative studies will provide insight into how data, information, and knowledge capacities can lead to more effective Management Decisions by incorporating more human inputs in the Decision-and policy-making process. Implications for theory and practice will be suggested.
David J. Pauleen - One of the best experts on this subject based on the ideXlab platform.
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Wise Management Decision-making: a new concept
Academy of Management Proceedings, 2017Co-Authors: Ali Intezari, David J. PauleenAbstract:This paper draws on findings from an empirical research project that investigated the relationship between wisdom and Management Decision- making. Thirty-seven CEOs and senior managers and executives from both the public and private sectors were interviewed to examine their perceptions on the relationship between wisdom and Management Decision-making. Grounded Theory was used to analyze the data. The findings suggest that wise Management Decision-making results from an iterative and integrated process of Decision- making and learning. According to the findings, the development of practical wisdom and wise Decision-making requires having an approach beyond the accumulation of knowledge, and a simple knowing of the sequence of the activities of identifying problems, developing, comparing and choosing from different alternatives. Learning to make wise Decisions involves a set of Decision-making qualities/criteria that integrally evolve throughout the Decision-making process. The key findings and implications...
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Conceptualizing Wise Management Decision-Making: A Grounded Theory Approach
Decision Sciences, 2017Co-Authors: Ali Intezari, David J. PauleenAbstract:This article investigates the role of wisdom in Management Decision-making. In one of the first empirical studies investigating wisdom and Management, 37 CEOs, top managers, and senior executives were interviewed about their perspectives on the concept of wisdom in the business context and its role in Management Decision-making; the data were analyzed using grounded theory methodology. The findings introduce a grounded construct of Wise Management Decision-making, in which wise Decision-making is understood as an integrated cogni-emotional, reflective process that accounts for internal and external conditions related to the Decision, which is made with the well-being of the greatest number of stakeholders in mind. The findings both confirm and challenge previous conceptual studies of wisdom and provide a practical approach to wise Management Decision-making. The implications of this study are significant as they broaden the view of the practicability of wisdom in Management and add greater understanding of the complex nature of Decision-making in the business context. For managers, developing wise Decision-making abilities in situ should be considered an integrated and multidimensional practice, one that can be learned.
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The DIKW Hierarchy and Management Decision-Making
2016 49th Hawaii International Conference on System Sciences (HICSS), 2016Co-Authors: Ali Intezari, David J. Pauleen, Nazim TaskinAbstract:This paper reports on a mixed-method study in progress. The qualitative part has been completed and the quantitative part is underway. The findings of the qualitative study -- the theory of Integral Decision-Making (IDM) -- are introduced, and the research method to test IDM is discussed. It is expected that the integration of the qualitative and quantitative studies will provide insight into how data, information, and knowledge capacities can lead to more effective Management Decisions by incorporating more human inputs in the Decision-and policy-making process. Implications for theory and practice will be suggested.
