The Experts below are selected from a list of 306 Experts worldwide ranked by ideXlab platform

Xin Shen - One of the best experts on this subject based on the ideXlab platform.

  • Independent Certification Agency for Supplier Selection under Incomplete Information Market
    2011 International Conference on Management and Service Science, 2011
    Co-Authors: Xin Shen, Qiao Liu
    Abstract:

    It is a Strategic Decision-Making Process to select suppliers in supplier management, especially under the circumnstance of incomplete information market. The relevant government agencies, various intermediary organizations and other independent certification agency can efficiently convey the related information from enterprise, which would facilitate the supplier selection. So a signaling game model is established after analyzing the bahavior of the purchasers and suppliers, and its separating quilibrium and pooling equilibrium is worked out and analyzed. The result shows that the efficient suppliers certified by authoritative independent certification agency would be encouraged and selected by the purchaser. And the speculative supplier has to give up for the prohibitive costs. So independent certification agency could give some package of criteria of the suppliers and convenience to supplier selection.

  • Foodservice supplier selection based on data envelopment analysis
    MSIE 2011, 2011
    Co-Authors: Xin Shen
    Abstract:

    Supplier selection of foodservice industry becomes one of the universal concerns in the background of supply chain management. To solve the problem of Strategic Decision-Making Process, a supplier selection index system based on chain catering industry was established in the paper, and the relevance between indexes was reduced by factor analysis. Foodservice suppliers were analyzed with the Decision-Making model. Further more, life cycle of enterprise development was introduced to achieve the dynamic selection of supplier, which makes contribution to the integration of food supply chain. Finally, the method of supplier dynamic selection was tested and verified by a numerical example. The result showed that this kind of supplier selection method is applicable to chain catering industry.

  • The research on supplier selection in supply chain management under incomplete information market
    2010 International Conference on Logistics Systems and Intelligent Management (ICLSIM), 2010
    Co-Authors: Xin Shen, Changyu Li, Qiao Liu
    Abstract:

    It is a Strategic Decision-Making Process to select suppliers in supply chain management. Under the circumstance of incomplete market information separating equilibrium and pooling equilibrium are worked out and analyzed, which proves independent third-party certification (TPC) agency play an important role in supplier selection. Due to TPC the efficient supplier certified shall be selected by the buyer and the speculative supplier has to give up for the prohibitive costs.

Qiao Liu - One of the best experts on this subject based on the ideXlab platform.

  • Independent Certification Agency for Supplier Selection under Incomplete Information Market
    2011 International Conference on Management and Service Science, 2011
    Co-Authors: Xin Shen, Qiao Liu
    Abstract:

    It is a Strategic Decision-Making Process to select suppliers in supplier management, especially under the circumnstance of incomplete information market. The relevant government agencies, various intermediary organizations and other independent certification agency can efficiently convey the related information from enterprise, which would facilitate the supplier selection. So a signaling game model is established after analyzing the bahavior of the purchasers and suppliers, and its separating quilibrium and pooling equilibrium is worked out and analyzed. The result shows that the efficient suppliers certified by authoritative independent certification agency would be encouraged and selected by the purchaser. And the speculative supplier has to give up for the prohibitive costs. So independent certification agency could give some package of criteria of the suppliers and convenience to supplier selection.

  • The research on supplier selection in supply chain management under incomplete information market
    2010 International Conference on Logistics Systems and Intelligent Management (ICLSIM), 2010
    Co-Authors: Xin Shen, Changyu Li, Qiao Liu
    Abstract:

    It is a Strategic Decision-Making Process to select suppliers in supply chain management. Under the circumstance of incomplete market information separating equilibrium and pooling equilibrium are worked out and analyzed, which proves independent third-party certification (TPC) agency play an important role in supplier selection. Due to TPC the efficient supplier certified shall be selected by the buyer and the speculative supplier has to give up for the prohibitive costs.

Jac A. M. Vennix - One of the best experts on this subject based on the ideXlab platform.

  • Building consensus in Strategic decision making: System dynamics as a group support system
    Group Decision and Negotiation, 1995
    Co-Authors: Jac A. M. Vennix
    Abstract:

    System dynamics was originally founded as a method for modeling and simulating the behavior of industrial systems. In recent years it is increasingly employed as a Group Support System for Strategic Decision-Making groups. The model is constructed in direct interaction with a management team, and the procedure is generally referred to as group model-building. The model can be conceptual (qualitative) or a full-blown (quantitative) computer simulation model. In this article, a case is described in which a qualitative system dynamics model was built to support Strategic decision making in a Dutch government agency. Since people from different departments held strongly opposite viewpoints on the strategy, the agency had discussed its Strategic problem for more than a year, but was obviously not able to reach consensus. The application of group model-building was successful in integrating opposite points of view, as well as in fostering consensus and creating commitment. The purpose of the article is twofold: first, to illustrate the Process of group model-building with system dynamics; second, to evaluate why it was successful. Evaluation results reveal the importance of both systemic thinking through model-building and the role of the facilitator in catalyzing the Strategic Decision-Making Process.

Ekaterini Galanou - One of the best experts on this subject based on the ideXlab platform.

  • Cultural Integration with Strategic Decision-Making Process in Determining Innovation Performance
    Decision Management, 2020
    Co-Authors: Ekaterini Galanou, Marios Katsioloudes
    Abstract:

    This chapter presents an empirical study that examines the co-alignment between the Strategic Decision-Making Process (SDMP) and cultural contextual factors in developing a more completely specified model of innovation performance in a different setting from the Arab Middle East, namely Qatar. The key variables in this model consist of four Strategic Decision-Making Process dimensions (speed, degree of rationality, political behavior, and individual involvement), four culture attributes (locus of control, decision style, collectivistic orientation, and hierarchy), and innovation performance as an outcome variable in terms of Process and product/service practice. The survey from 140 public and private organizations improves our understanding in three major issues: first, that SDM practices have a direct and more significant impact on Process innovation performance than product/service innovation performance; second, that innovation performance is both Process- and context-specific; and third, certain characteristics of the location support culture-specific awareness.

  • Cultural Integration with Strategic Decision-Making Process in Determining Innovation Performance: Evidence from an Arab Country Setting
    Advances in Business Information Systems and Analytics, 2020
    Co-Authors: Ekaterini Galanou, Marios Katsioloudes
    Abstract:

    This chapter presents an empirical study that examines the co-alignment between the Strategic Decision-Making Process (SDMP) and cultural contextual factors in developing a more completely specified model of innovation performance in a different setting from the Arab Middle East, namely Qatar. The key variables in this model consist of four Strategic Decision-Making Process dimensions (speed, degree of rationality, political behavior, and individual involvement), four culture attributes (locus of control, decision style, collectivistic orientation, and hierarchy), and innovation performance as an outcome variable in terms of Process and product/service practice. The survey from 140 public and private organizations improves our understanding in three major issues: first, that SDM practices have a direct and more significant impact on Process innovation performance than product/service innovation performance; second, that innovation performance is both Process- and context-specific; and third, certain characteristics of the location support culture-specific awareness.

  • Mapping and interpreting a Decision-Making framework for the implicit managerial theory in the Arab Gulf States The case of Qatar
    International Journal of Cross Cultural Management, 2014
    Co-Authors: Ekaterini Galanou, Dalia Abdelrahman Farrag
    Abstract:

    This article developed an empirical design to examine the direct effects of four dimensions of the Strategic Decision-Making Process (SDMP) on the organizational innovation in the context of cultur...

Marios Katsioloudes - One of the best experts on this subject based on the ideXlab platform.

  • Cultural Integration with Strategic Decision-Making Process in Determining Innovation Performance
    Decision Management, 2020
    Co-Authors: Ekaterini Galanou, Marios Katsioloudes
    Abstract:

    This chapter presents an empirical study that examines the co-alignment between the Strategic Decision-Making Process (SDMP) and cultural contextual factors in developing a more completely specified model of innovation performance in a different setting from the Arab Middle East, namely Qatar. The key variables in this model consist of four Strategic Decision-Making Process dimensions (speed, degree of rationality, political behavior, and individual involvement), four culture attributes (locus of control, decision style, collectivistic orientation, and hierarchy), and innovation performance as an outcome variable in terms of Process and product/service practice. The survey from 140 public and private organizations improves our understanding in three major issues: first, that SDM practices have a direct and more significant impact on Process innovation performance than product/service innovation performance; second, that innovation performance is both Process- and context-specific; and third, certain characteristics of the location support culture-specific awareness.

  • Cultural Integration with Strategic Decision-Making Process in Determining Innovation Performance: Evidence from an Arab Country Setting
    Advances in Business Information Systems and Analytics, 2020
    Co-Authors: Ekaterini Galanou, Marios Katsioloudes
    Abstract:

    This chapter presents an empirical study that examines the co-alignment between the Strategic Decision-Making Process (SDMP) and cultural contextual factors in developing a more completely specified model of innovation performance in a different setting from the Arab Middle East, namely Qatar. The key variables in this model consist of four Strategic Decision-Making Process dimensions (speed, degree of rationality, political behavior, and individual involvement), four culture attributes (locus of control, decision style, collectivistic orientation, and hierarchy), and innovation performance as an outcome variable in terms of Process and product/service practice. The survey from 140 public and private organizations improves our understanding in three major issues: first, that SDM practices have a direct and more significant impact on Process innovation performance than product/service innovation performance; second, that innovation performance is both Process- and context-specific; and third, certain characteristics of the location support culture-specific awareness.