Reframing the EU budget- decision-making process

This paper traces the history of the EU budget and draws lessons for the review to come. Whatever reforms are proposed, the authors believe that they must serve to shift spending to policy areas and instruments where the EU can best add value while at the same time recognising the political need for member states to present EU budget negotiation results in Â?net-balanceâ?? terms. A two-stage negotiation is proposed: first member states should negotiate and agree on what constitute EU public goods. Everything else would thereafter - by default - be deemed redistributive/compensatory spending to be financed on the basis of member statesâ?? current overall net balances.

The UK association conference attendance decision-making process

This paper reports on research carried out into the consumer behaviour displayed by UK association conference delegates when deciding to attend a conference. Examination of the available literature suggested that there has been little investigation of the delegate's perspective on attending a conference, as most research into business events has traditionally been centred on the supply side particularly convention destination image, and association site selection. The paper found six underlying dimensions of the UK association conference delegate decision-making process - personal/professional development, networking opportunities, cost, location, time and convenience and health and wellbeing. Additionally, regression analysis showed that two of the dimensions (networking opportunities and cost) were significant predictors of intention to attend the conference again in the future

Analysis of a Group Decision-Making Process

The aim of this paper is to highlight the role of group decision and group thinking in the organization of a firm, taking as reference theoretical models and their practical applications. Organizational goals are often blocked by a pattern of thinking that develops within organizations. The article will also underline the importance of organizations' focusing on sub-goals, in order to reach, finally, to the desired result in the main goals of the organization.group decision, teamthinking, groupthinking, decision tree

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

The impact of resources on decision making

Decision making is a significant activity within industry and although much attention has been paid to the manner in which goals impact on how decision making is executed, there has been less focus on the impact decision making resources can have. This article describes an experiment that sought to provide greater insight into the impact that resources can have on how decision making is executed. Investigated variables included the experience levels of decision makers and the quality and availability of information resources. The experiment provided insights into the variety of impacts that resources can have upon decision making, manifested through the evolution of the approaches, methods, and processes used within it. The findings illustrated that there could be an impact on the decision-making process but not on the method or approach, the method and process but not the approach, or the approach, method, and process. In addition, resources were observed to have multiple impacts, which can emerge in different timescales. Given these findings, research is suggested into the development of resource-impact models that would describe the relationships existing between the decision-making activity and resources, together with the development of techniques for reasoning using these models. This would enhance the development of systems that could offer improved levels of decision support through managing the impact of resources on decision making