Top management perception of strategic information processing in a turbulent environment

Extant strategic management literature provides only partial answer to the important question: What variables affect top managers\u27 ability to process complicated, novel, ambiguous, or dynamic strategic information in a turbulent environment? Drawn upon cognitive psychology, personality theory, management theory, organizational theory, and management information systems literatures, this paper proposes that nine personal attributes and four contextual attributes affect top managers\u27 information processing capability. The nine personal attributes are: cognitive complexity, knowledge, mental model of success, open-mindedness, time orientation, personal values, tolerance for ambiguity, locus of control, and time devoted to environmental scanning. The four contextual attributes are: rewards and incentives, culture, structure of strategic planning process, and executive support systems. Thirteen propositions are postulated regarding the types of attributes that are conducive for top managers\u27 ability in processing complicated, novel, ambiguous, or dynamic information

Managing at the Speed of Light: Improving Mission-Support Performance

The House and Senate Energy and Water Development Appropriations Subcommittees requested this study to help DOE's three major mission-support organizations improve their operations to better meet the current and future needs of the department. The passage of the Recovery Act only increased the importance of having DOE's mission-support offices working in the most effective, efficient, and timely manner as possible. While following rules and regulations is essential, the foremost task of the mission-support offices is to support the department's mission, i.e., the programs that DOE is implementing, whether in Washington D.C. or in the field. As a result, the Panel offered specific recommendations to strengthen the mission-focus and improve the management of each of the following support functions based on five "management mandates":- Strategic Vision- Leadership- Mission and Customer Service Orientation- Tactical Implementation- Agility/AdaptabilityKey FindingsThe Panel made several recommendations in each of the functional areas examined and some overarching recommendations for the corporate management of the mission-support offices that they believed would result in significant improvements to DOE's mission-support operations. The Panel believed that adopting these recommendations will not only make DOE a better functioning organization, but that most of them are essential if DOE is to put its very large allocation of Recovery Act funding to its intended uses as quickly as possible

Supporting decision making process with "Ideal" software agents: what do business executives want?

According to Simon’s (1977) decision making theory, intelligence is the first and most important phase in the decision making process. With the escalation of information resources available to business executives, it is becoming imperative to explore the potential and challenges of using agent-based systems to support the intelligence phase of decision-making. This research examines UK executives’ perceptions of using agent-based support systems and the criteria for design and development of their “ideal” intelligent software agents. The study adopted an inductive approach using focus groups to generate a preliminary set of design criteria of “ideal” agents. It then followed a deductive approach using semi-structured interviews to validate and enhance the criteria. This qualitative research has generated unique insights into executives’ perceptions of the design and use of agent-based support systems. The systematic content analysis of qualitative data led to the proposal and validation of design criteria at three levels. The findings revealed the most desirable criteria for agent based support systems from the end users’ point view. The design criteria can be used not only to guide intelligent agent system design but also system evaluation

Key factor for hastening the strategic issue diagnosis process: a within organisational model

Previous research on Strategic Issue Diagnosis (SID) had focused on the complexity and novelty associated with the decision-making process in a turbulent environment. What had not been previously addressed in the extant literature is the requirement for speed inherent within the SID process, especially that is related to the gathering of information and facts through an organisation’s environmental scanning procedures. Since proactive management techniques, nimble processes, and systems that allow an organisation to be responsive and build rapid decision-making capabilities are important determinants of success in a turbulent environment, the element of speed associated with SID is an important factor. Our paper identifi es a series of propositions focusing att ention on elements of the environmental scanning processes and management hierarchies that are intended to counteract the recursiveness and redundancy inherent in SID systems and ultimately hasten the strategic decision-making process

Lake Victoria Fisheries Management Plan

The purpose of this Fisheries Management Plan (FMP) within the Lake Victoria Fisheries Research Project was to sustain the livelihoods of the communities who depend on the fishery resources of the lake and to reduce poverty, food insecurity and unemployment. To achieve this goals, a better management of the resources, which would mobilize and include stakeholders at local, regional, national and international level was believed to be the right strategy for success. (PDF contains 79 pages

Embrapa Technological Information: a bridge between research and society

This paper presents the efforts undertaken by the Brazilian Agricultural Research Corporation regarding Science and Technology information management, through one of its Decentralized Units, Embrapa Technological Information (Scientific and Technological Information Service', SCT). The major aim of SCT is to promote and improve the processes of scientific communication - information that feeds and that results from research activities - and of science and technology dissemination - information that results from research activities and that is directed to the general publi

Institutional, policy and regulatory framework for sustainable development of the Egyptian aquaculture sector

This report presents the findings of a mission to critically review the institutional, policy and regulatory framework for sustainable development of the Egyptian aquaculture sector. The study was undertaken by an International Expert on Aquaculture Policy, and a National Expert on Institutions, on behalf of the Project “Improving Employment and Income through the Development of Egypt’s Aquaculture Sector“, implemented by WorldFish and CARE, and funded by the Swiss Agency for Development and Cooperation(SDC). The objective of the mission was to assess the current status of the Egyptian aquaculture sector, in terms of the policy, legal and institutional environment, with a view to suggesting the major issues to be addressed within a future policy dialogue

The evolutionary origins of volition

It appears to be a straightforward implication of distributed cognition principles that there is no integrated executive control system (e.g. Brooks 1991, Clark 1997). If distributed cognition is taken as a credible paradigm for cognitive science this in turn presents a challenge to volition because the concept of volition assumes integrated information processing and action control. For instance the process of forming a goal should integrate information about the available action options. If the goal is acted upon these processes should control motor behavior. If there were no executive system then it would seem that processes of action selection and performance couldn’t be functionally integrated in the right way. The apparently centralized decision and action control processes of volition would be an illusion arising from the competitive and cooperative interaction of many relatively simple cognitive systems. Here I will make a case that this conclusion is not well-founded. Prima facie it is not clear that distributed organization can achieve coherent functional activity when there are many complex interacting systems, there is high potential for interference between systems, and there is a need for focus. Resolving conflict and providing focus are key reasons why executive systems have been proposed (Baddeley 1986, Norman and Shallice 1986, Posner and Raichle 1994). This chapter develops an extended theoretical argument based on this idea, according to which selective pressures operating in the evolution of cognition favor high order control organization with a ‘highest-order’ control system that performs executive functions