A cybernetic decision model of market entry

This article analyzes a firm's decision of entering a new market - or staying outside - and considers five decision models - optimizing, satisficing, incremental, cybernetic, and random - and their domain of applicability in order to discuss how fit they are in describing this specific decision. Because the cybernetic decision strategy appears to be the most appropriate to deal with the entry decision, the work goes deeper into this model focusing on the degree of uncertainty that the environment represents to the decision makers and to the state of the conflict of interest that arises because this decision implies a coordination problem

SMEs entry mode decision making process: Rational or cybernetic?

Entry mode choice is a critical decision when a firm expends its business to foreign markets. By applying rational and cybernetic strategies to international strategic decision-making process, this paper investigates how small and medium sized firms (SMEs) decision makers decide their entry mode choices. By focusing on the entry decision making process, this research distinguishes the prior entry mode studies that emphasize the relationship between influencing factors and their impacts on entry mode choices. The results of this study show that SME managers normally adapt a combination of rational and cybernetic strategies in their international entry decision making process. This highlights that SMEs’ international entry decision making process is dynamic and complex

SMEs entry mode decision making process: Rational or cybernetic?

Entry mode choice is a critical decision when a firm expends its business to foreign markets. By applying rational and cybernetic strategies to international strategic decision-making process, this paper investigates how small and medium sized firms (SMEs) decision makers decide their entry mode choices. By focusing on the entry decision making process, this research distinguishes the prior entry mode studies that emphasize the relationship between influencing factors and their impacts on entry mode choices. The results of this study show that SME managers normally adapt a combination of rational and cybernetic strategies in their international entry decision making process. This highlights that SMEs’ international entry decision making process is dynamic and complex

Stafford Beer in memoriam – ‘an argument of change’ three decades on.

Purpose This paper is written in memory of the late Stafford Beer. The paper engages with only one dimension of the whole man: Stafford Beer as the diagnostician and prognostician of the social conditions that he so keenly observed. Design/methodology/approach The paper revisits a talk that Stafford Beer gave, over three decades ago, to administrators of the UK National Health Service (NHS). It uses the content of the talk, entitled “Health and Quiet Breathing”, to diagnose the problems that have been encountered in the development of NHS information management strategies. The paper concludes with some brief personal recollections of Stafford Beer as a friend and as a teacher. Findings The paper finds Stafford Beer’s managerial cybernetics to be a useful tool in understanding many of the problems that have beset NHS information management strategies: lack of operational research, problems in the commodification of information, financial scandal, and bureaucracy. In its examination of these issues, the paper recognises Stafford Beer’s status as a legatee of not only Norbert Wiener, but also of the great philosophers. Value The paper demonstrates how the problem-orientation of Stafford Beer’s managerial cybernetics continues to be fresh and relevant to today’s society and provides a brief portrait of him both as a friend and as a teacher

Decision Support System and Customer Relationship Management as Components of the Cybernetic System Enterprise

This study analyzes the role played by the information system and its component, the software system, in a larger system - the Enterprise. In this context, the paper focuses on the structure of Decision Support System and Customer Relationship Management and their benefits in the functioning of the global system, by examining the conditions of implementation of these tools in the organization. We will show that used independently these tools offer reduced services, but when interconnected, they become a very powerful tool for command and control. Viability, evolution and autonomy requested by users for their information system are obtained more easily by a systemic-cybernetic approach to the Enterprise.DSS, Data Warehouse, CRM, Information System, Cybernetic System

Using System Analysis and Personas for e-Health Interaction Design

Today, designers obtain more central roles in product and service development (Perks, Cooper, & Jones, 2005). They have to deal with increasingly complicated problems, like integrating the needs of various stakeholders while taking care about social, ethical and ecological consequences of their designs. To deal with this demanding design situation, they need to apply new methods to organize the available information and to negotiate the stakeholder’s perspectives. This paper describes how systems analysis supports the design process in a complex environment. In a case study, we demonstrate how this method enables designers to describe user requirements for complex design environments while considering the perspectives of various stakeholders. We present a design research project applying cybernetic systems analysis using the software ''System-Tools'' (Vester, 2002). Results from the analysis were taken to inform the design of an electronic patient record (EPR), considering the particularities of the German health care system. Based on the analysis, we developed a set of requirements for every stakeholder group, detailing the patients' perspective with persona descriptions. We then picked a main persona as reference for the EPR design. We describe the resulting design sketch and discuss the value of cybernetic systems analysis as a tool to deal with complex social environments. The result shows how the method helps designers to structure and organize information about the context and identify fruitful intervention opportunities for design. Keywords: E-Health; System Analysis, Cybernetics; Personas.</p

ENTRY MODE DECISION MAKING PROCESS

Decision making is the important process in formulating the entry mode strategies. The main objective of this study is to explore the entry mode decision making process a firm entering in to new market. This study explains the entry mode decision making of the case company. In the theoretical part of this study firstly the strategic decision making is discussed. The next part of the theoretical part explains the various modes in strategic decision making. Furthermore the theoretical part discusses about the decision making in the context of entry mode and as well as in the context of entry mode choice approaches. The later part of the theory explores the stages that are involved in the entry mode decision making process. At final the theoretical part explains the importance of emerging markets. The empirical part of the study is done through the face to face interview with the case company. Moreover, the case company’s annual reports, publications and the internet pages were also used in the empirical part of the study. The empirical results of the study explains three stages in the entry decision making process of the case company which are market and need identification, entry mode data collection and decision making stage. It is revealed from the results that the case company’s decision making process is based on avoidance mode.fi=Opinnäytetyö kokotekstinä PDF-muodossa.|en=Thesis fulltext in PDF format.|sv=Lärdomsprov tillgängligt som fulltext i PDF-format

Farm enterprises as self-organizing systems: A new transdisciplinary framework for studying farm enterprises?

The growing attention to sustainable food production and multifunctional agriculture calls for a multidisciplinary or transdisciplinary research and development perspective on farming, which is able to grasp the environmental, social, technical, and financial aspects of a farm and the dynamic relationship between the farm enterprises and the surrounding world. Our thesis is that a transdisciplinary approach needs to build on a working ontology that goes beyond the epistemology of each discipline and that is not just pieced together of the ontologies connected to these different epistemologies. Based on a review of three prevailing theoretical frameworks within the field of agro-sociology: The farming styles approach, the Bawden approach, and Conway’s agroecosystem approach, we argue that these existing theories do not offer such a theoretical framework. The claim of this paper is that a new concept of a farm enterprise as a self-organizing social system, which combines ideas from Actor-Network theory (ANT) and Luhmann’s theory of social systems, can serve as a useful ontological platform for understanding a farm-enterprise as an entity independent of a scientific observer. In this framework, each farm is understood as a self-organizing node in a complex of heterogeneous socio-technical networks of food, supply, knowledge, technology, etc. This implies that a farm has to be understood as the way in which these network relationships are organised by the farm as a self-organizing social system. Among all the different possible ways in which to interact with the surrounding world, the system has to select a coherent strategy in order to make the farming processes possible at all. It will be discussed how this framework may add to the understanding of the continuous development of a heterogeneity of farm strategies and contribute to a more comprehensive view of the fields of regulation and extension

Organizational Intelligence and Market Expansion in Jordanian Pharmaceutical Companies

There are many studies that have focused on the Albrecht model of organizational intelligence (OI) and its seven dimensions (strategic vision, shared fate, appetite for change, heart, alignment and congruence, knowledge deployment, and performance pressure), but the current study presents a new attempt to study OI using the Yolles model in its three dimensions (self-reference, self-regulation, and self-organization) (2005). This study sought to determine the effect of organizational intelligence on market expansion (new markets and new product) in the Jordanian pharmaceutical industry, and it examined the effect of transformational leadership as a mediating variable on the relationship between organizational intelligence and market expansion. The study sample consisted of 231 respondents taken from six pharmaceutical companies divided into three categories according to their size as small, medium and large companies. The results confirmed that there is a significant positive effect of the two dimensions (self-regulation and self-organization) on new markets, while three dimensions of OI have a significant effect on new products in the pharmaceutical companies