Prelims
Making Tough Decisions Well and Badly: Framing, Deciding, Implementing, Assessing
ISBN: 978-1-78635-120-3, eISBN: 978-1-78635-119-7
ISSN: 1069-0964
Publication date: 12 October 2016
Citation
(2016), "Prelims", Woodside, A.G. (Ed.) Making Tough Decisions Well and Badly: Framing, Deciding, Implementing, Assessing (Advances in Business Marketing and Purchasing, Vol. 24), Emerald Group Publishing Limited, Leeds, pp. i-ix. https://doi.org/10.1108/S1069-096420160000024002
Publisher
:Emerald Group Publishing Limited
Copyright © 2016 Emerald Group Publishing Limited
Half Title Page
MAKING TOUGH DECISIONS WELL AND BADLY: FRAMING, DECIDING, IMPLEMENTING, ASSESSING
Series Page
ADVANCES IN BUSINESS MARKETING & PURCHASING
Series Editor: Arch G. Woodside
Recent Volumes:
| Volume 11: | Essays by Distinguished Marketing Scholars of the Society for Marketing Advances |
| Volume 12: | Evaluating Marketing Actions and Outcomes |
| Volume 13: | Managing Product Innovation |
| Volume 14: | Creating and Managing Superior Customer Value |
| Volume 15: | Business-To-Business Brand Management: Theory, Research and Executive Case Study Exercises |
| Volume 16: | Organizational Culture, Business-to-Business Relationships, and Interfirm Networks |
| Volume 17: | Interfirm Networks: Theory, Strategy and Behavior |
| Volume 18: | Business-to-Business Marketing Management: Strategies, Cases, and Solutions |
| Volume 19: | Reflections and Advances in Honor of Dan Nimer |
| Volume 20: | Deep Knowledge of B2B Relationships within and across Borders |
| Volume 21: | Field Guide to Case Study Research in Business-to-Business Marketing and Purchasing |
| Volume 22A: | Sustaining Competitive Advantage via Business Intelligence, Knowledge Management, and System Dynamics |
| Volume 22B: | Sustaining Competitive Advantage via Business Intelligence, Knowledge Management, and System Dynamics |
| Volume 23A: | E-Services Adoption: Processes by Firms in Developing Nations |
| Volume 23B: | E-Services Adoption: Processes by Firms in Developing Nations |
Title Page
ADVANCES IN BUSINESS MARKETING & PURCHASING VOLUME 24
MAKING TOUGH DECISIONS WELL AND BADLY: FRAMING, DECIDING, IMPLEMENTING, ASSESSING
EDITED BY
ARCH G. WOODSIDE
Curtin School of Business, School of Marketing, Curtin University, South Perth, Australia
United Kingdom – North America – Japan – India – Malaysia – China
Copyright Page
Emerald Group Publishing Limited
Howard House, Wagon Lane, Bingley BD16 1WA, UK
First edition 2016
Copyright © 2016 Emerald Group Publishing Limited
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British Library Cataloguing in Publication Data
A catalogue record for this book is available from the British Library
ISBN: 978-1-78635-120-3
ISSN: 1069-0964 (Series)
List of Contributors
| Goh Whee Cheng | Nanyang Business School, Singapore |
| Jeremy C. Clement | Department of Hospitality and Tourism Management, School of Business, College of Charleston, Charleston, SC, USA |
| John C. Crotts | Department of Hospitality and Tourism Management, School of Business, College of Charleston, Charleston, SC, USA |
| Rouxelle de Villiers | Department of Marketing, Waikato Management School, University of Waikato, Hamilton, New Zealand |
| Robin Hankin | Auckland University of Technology, Auckland, New Zealand |
| Peh Yam Khim | Singapore Ministry of Education, Singapore |
| Roger Marshall | Business School, Auckland University of Technology, Auckland, New Zealand |
| Leonard Ling Ping Chih | Solutionsatwork Pte. Ltd., Singapore |
| Arch G. Woodside | Curtin School of Business, School of Marketing, Curtin University, South Perth, Australia |
| Xin Xia | Shanghai University of Finance and Economics, Shanghai, China |
Preface
Where do brilliant executive wisdom and actions come from? Making Tough Decisions Well and Badly (MTDWB) assesses the literature that examines executives’ conscious and non-conscious steps taken and not taken in sense-making of environments/contexts, forecasting_1 (without decision intervention), framing problems/opportunities, constructing algorithms on how-to-decide, forecasting_2 (assessing decision intervention alternatives) deciding, implementing, and assessing outcomes following from decisions and outcomes. MTDWB includes anecdotal histories of a few good and bad decisions and the executives who made them. What are the common threads in framing, forecasting, deciding, and actions by Steve Jobs, Martin Luther King, Jr, Senator Wayne Morris, Winston Churchill, Abraham Lincoln, Sam Walton, Mahatma Gandhi, and Bill Gates? How are these common threads useful for achieving superior competences? MTDWB answers these questions. MTDWB assesses decision tools that help (e.g., use of case-based modeling) and hurt (e.g., use of product portfolio paradigms; use of fit-only regression analysis and symmetric testing) that appear often in the popular business and academic literature on making tough decisions. MTDWB includes recommendations covering what to do and what not to do for making tough decisions well and avoiding doing them badly.
- Prelims
- Case-Based Causal Mapping of Bad and Good Decisions
- Best and Worst Practices in Management Performance Audits: Constructing and Testing an Algorithmic Model
- System Dynamics Research of Bad and Good Decision Processes and Outcomes
- Decisions about Decisions: Leveraging the Internet to Distribute Influence in Organisational Buying Centres
- Making Decisions Well and Badly: How Stakeholders’ Discussions Influence Individual Executives’ Decision Confidence and Competence