為了了解那些因素會影響個體的合作行為，本研究採用2（未來互動的預期：有或無） ×2 （自己的動機：合作或競爭）×2 （他人的動機：合作或競爭）的三因子實驗設計，在實驗室中模擬一個商業決策的情境，以探討這三個變項對個體合作行為的影響。 研究對象為160 名政大的女性學生，研究的結果發現：〝未來互動預期〞這一個變項，在總合作次數、競爭行為發起比率、更改反應的次數、堅持合作行為的比率、及合作堅持性指標上，皆造成顯著的效果；顯示此一條件存在時，可以提高受試者的合作行為，而減低其競爭行為。特別是在互動雙方的關係即將結束時，此一條件更可以抑制受試者的競爭傾向。 在〝自己的動機〞這一因素上的結果，除了支持〝三角模式〞的說法之外，亦發現在總合作次數、競爭行為發起比率及合作堅持指標上，受試者的動機對其行為都有重要的影響；即有合作動機的受試者，比較會表現出合作行為，有競爭動機的受試者則比較會表現出競爭行為。 在〝對手動機〞這一個因素上，發現它對總合作次數、競爭行為發起比率、更改反應的次數及堅持合作行為的比率這四個指標上，都造成顯著的影響。及個體和合作者互動時，比較會做出合作行為；和競爭者互動時，則比較會做出競爭行為。 在〝自己的動機〞和〝對手動機〞的交互作用效果上，發現合作者比較容易受到對手動機（行為）的影響，而競爭者的行為雖也會受到對手的影響而做出調整，但是這種改變自己行為的傾向並不如合作者那麼強。 研究者並根據上述的結果進行討論。

Thesis (M.B.A.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 118-122).

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2016. / This mixed methods study examined specific influences on low usage of analytics among level 4 managers in a selected public sector organisation, based on SAP Business Intelligence (SAP BI) log on statistics collected between July 2012 and June 2016. Analytics provides an organisation the ability to enable its management team to make decisions based on facts, rather than assumption. The aim of this interpretivist research, grounded in a subjectivist epistemological position, was to gain an in-depth understanding of the manager’s environment and how it influences the usage and adoption of analytics in strategic decision making. Human beings change all the time and the environment in which they find themselves constantly influences them. The main research question was: what specific factors inhibit managers’ use of analytics in organisations? A case study approach was deemed the most appropriate for this kind of study because specific environmental factors influence analytics usage. Themes identified as possible factors influencing different dimensions included: individual characteristics, business intelligence systems quality, organisational factors, macro-environment factors, behavioural beliefs and attitudes, effort perceptions, social influence, facilitating conditions and other. For the qualitative component, eight level 4 public sector managers within the selected organisation were interviewed in order to experience the work environment and their interactions with colleagues, while an electronic survey questionnaire yielded data from 211 level 4 managers. The rationale for selecting this category of managers was that they not only manage staff, but also control a budget, and would find it useful to utilise analytics to aid the decision making process. Qualitative and quantitative data analysis methods were used to analyse the data. Dominant themes that emerged from interviews with eight level 4 managers were: organisational factors and system quality characteristics. Daily log on statistics collected from the electronic survey questionnaire yielded quantitative results on usage of analytics within the organisation. Overall, it was found that managers’ use of analytics is low. Given the importance of analytics for informed decision-making, recommendations are made to increase usage.

M.Tech. / Business Intelligence (BI) is a method used to improve on business decision-making, using collections of software applications and tools to view historical, current and predictive operations of a business. However, a company‟s BI solution will not be successful if it is not implemented in a comprehensive and strategic manner. There are three key issues that prevent organisations from benefiting from BI systems. These issues include the lack of pervasiveness of BI systems, managing a variety of non-related systems that do not work well together and using traditional methods that have not evolved to meet organisational needs (Koehler, 2008). BI vendors misinform many business users that BI tools are usable by all users in an organisation, and end up been too complex for the average user to use. The first mistake an organisation makes when assessing a BI system is neglecting to include business users on selecting the best option, although they will be the main users of the solution (Quinn, 2007). Many Information Technology (IT) departments ask for BI systems based on the assumption that once it is built, that users will automatically see the benefits. BI applications require a clear and intimate understanding of the business itself and it is only by working on business and IT issues in tandem that the real value of BI is realised (Hostmann, 2007).

Future self-continuity has been noted as a major factor that determines unethical business decisions, but its mediating effect on the difference in individuals from cross-cultural settings is yet to be adequately examined. This study investigated unethical business decisions of Eastern and Western Nigerians; and the mediating role of future self-continuity. A total of 197 post graduate university students selected through convenience sampling were used for the cross-sectional study. Participants filled a self-administered close ended questionnaire measuring their unethical business decisions and future self-continuity. Pearson correlation analysis, independent t-test and Baron and Kenny’s method of mediation analysis were used to analyze the data collected. Result revealed that greater future self-continuity led to fewer unethical business decisions. Significant differences were noticed in the expression of unethical business and future self-continuity of Eastern and Western Nigerians. Future self-continuity did not mediate the difference noticed between the Eastern and Western Nigerians in their unethical business decision. In conclusion, future self-continuity is not a significant mediator of the observed difference in unethical business decisions of Eastern and Western Nigerians.

Numerous publications have expressed concerns regarding the use of artificial intelligence (AI) in business decision-making. These concerns encompass bias, competence, the absence of an AI development strategy, and the limited attention given to strategic and legal issues and explainability of AI decisions. Therefore, this thesis aims to explore these concerns and examine how companies can address the associated challenges by focusing on the perspectives of the interviewees.Apart from theoretical research and literature review, this thesis relies on qualitative research through semi-structured interviews to collect empirical data. The study involved four respondents who participated in the interviews and provided valuable insights contributing to the findings.The results highlight privacy, explainability, bias fairness, and competence and education as the major legal and strategic concerns associated with AI in business decision-making. The respondents suggested various solutions, including promoting diverse and inclusive decisionmaking processes, data classification, and the utilization of AI models to explain the decisions made by AI systems. In addition, outside the direct focus of the study, some respondents mentioned challenges to knowledge transfer and the use of cloud solutions for data storage.The study’s contributions provide companies that are implementing or have already implemented AI technologies for business decision-making with knowledge about the current challenges in this domain. It also offers insights into how the interviewees ranked these challenges in terms of priority and their perspectives on potential solutions and actions to achieve a balance between efficiency and responsibility. However, the study has limitations, such as a small number of respondents, which restricted the analysis of correlations between their answers and potential relations with their roles or company size. Companies should be mindful of these limitations for further research in this area.

Yes / Purpose – The purpose of this article is to identify how the organisations are able to improve their business value through acquisition of business analytics capabilities and by improving their performance. Design/Methodology/Approach – With the help of literature survey, along with standard resource-based view framework, a conceptual model has been developed. These have been statistically tested by collecting the data using the survey questionnaire from 306 selected respondents from various service sector and product based organisations in India. To analyse the data we have used partial least square based structural equation modelling. Findings – The study highlights that by the help of data acquisition and tool acquisition as two vital components, the acquisition of business analytics capabilities could improve the business value of the organisation by strengthening its organisational performance. The findings of this research also indicated that acquisition of business analytics capabilities has a significant influence on organisation’s business process performance and business decision, which in turn significantly influence organisational performance. And, organisational performance eventually positively influences its business value. The model was found to provide an explanative power of 71%. Research Implication – The proposed research model can provide effective recommendations to the management of the organisations to realise the importance of acquisition of effective business analytics capabilities to eventually improve the business value of the organisation. Originality/Value – No specific studies, as yet, have analysed the effects of acquisition of business analytics capabilities for improving organisational performance mediated through business process performance and business decision. Therefore, this research has explored the distinctive effort to empirically validate this understanding.

The concept of Operational decision making is not new, but in the context of Enterprise Resource Planning implementation as is the case at PFK Electronics (PTY) Ltd., it becomes part of what ERP process that makes organisations more competitive and profitable as Wallace and Kremzar (2001) comment, "Effective forecasting, planning, and scheduling is fundamental to productivity and ERP is a fundamental way to achieve it. Properly implementing ERP will give you a competitive advantage and help you run your business more effectively, efficiently and responsively." The Operational decision making process that forms part of the research question is a process known as Sales and Operational Planning process (SOP's). The research paper is looking at how Real Time Shop floor information can impact on the decision making process, as Wallace and Kremzar (2001 : 165) state that this is the most important element in making ERP systems work. The study looks at what information is required to make effective decisions in the SOP's process and how the respondents perceive information quality, its value and the impact on decision making in the SOP's process. The research sought to further investigate a diverse demographic population, the behavioural culture within the organisation and their perception on having this information in real time directly from the shop floor. Data was collected via a survey questionnaire and an interview process which also required the review of organisational documentation where available. The research aimed to investigate what information Operations (SOP's) need to make effective decisions to meet the organisational strategic objectives and to determine the best means of obtaining and communicating the information to managers. Developing this further the research was then broken down into three objectives: • To investigate 'what' information sales and operations managers need in order to make effective decisions that will have an impact on them meeting strategic performance objectives. • To evaluate 'how' real time shop floor information can improve the decision making process in Operations in meeting strategic objectives; by understanding the types and methods used in decision making and the significance of time on information. • To recommend suitable Information Communication Technology (ICT) systems to obtain and communicate information to managers effectively within operations. During this process time constraints were of a concern, which manifested in objective three not being able to be completed to the satisfaction of the researcher. However the research process, which included the survey and interviews of respondents, the researcher felt that respondents where honest and open in expressing their views which adds to the validity and reliability of the research. The results showed that there was a clear understanding of the topic amongst the respondents. It showed that the respondents had a good understanding of information and its importance in meeting strategic objectives by making better decisions. It became clear that ERP was generally working well but that timeliness of information was the biggest obstacle in meeting strategic objectives in balancing supply and demand. The research identified the information necessary for the SOP's process to be effective and it also showed the impact of having real time shop floor information available to the decision making process. It also showed that there would be other benefits as performance could also be improved by having real time performance indicators that are used to set the pace and common goal. The report also identified some cultural differences between PFK electronics culture and NUMSA unionised employees culture and the impact it has on relationships and communication. The report concludes with the research question being answered and with a recommendation that the single most important means of improving operational effectiveness is going to be to improve the quality of information used in decision making. The research has shown that getting this information in 'real time' or as close as possible to real time is the best means of improving the quality of information and its impact on management decisions. It is further recommended to investigate the implementation of systems such as Manufacturing Execution Systems to link the shop floor directly into the current ERP system and lastly to find a means of bridging the cultural differences between NUMSA unionised employees and PFK behavioural culture. / Graduate School of Business Leadership / M.B.A.

The concept of Operational decision making is not new, but in the context of Enterprise Resource Planning implementation as is the case at PFK Electronics (PTY) Ltd., it becomes part of what ERP process that makes organisations more competitive and profitable as Wallace and Kremzar (2001) comment, "Effective forecasting, planning, and scheduling is fundamental to productivity and ERP is a fundamental way to achieve it. Properly implementing ERP will give you a competitive advantage and help you run your business more effectively, efficiently and responsively." The Operational decision making process that forms part of the research question is a process known as Sales and Operational Planning process (SOP's). The research paper is looking at how Real Time Shop floor information can impact on the decision making process, as Wallace and Kremzar (2001 : 165) state that this is the most important element in making ERP systems work. The study looks at what information is required to make effective decisions in the SOP's process and how the respondents perceive information quality, its value and the impact on decision making in the SOP's process. The research sought to further investigate a diverse demographic population, the behavioural culture within the organisation and their perception on having this information in real time directly from the shop floor. Data was collected via a survey questionnaire and an interview process which also required the review of organisational documentation where available. The research aimed to investigate what information Operations (SOP's) need to make effective decisions to meet the organisational strategic objectives and to determine the best means of obtaining and communicating the information to managers. Developing this further the research was then broken down into three objectives: • To investigate 'what' information sales and operations managers need in order to make effective decisions that will have an impact on them meeting strategic performance objectives. • To evaluate 'how' real time shop floor information can improve the decision making process in Operations in meeting strategic objectives; by understanding the types and methods used in decision making and the significance of time on information. • To recommend suitable Information Communication Technology (ICT) systems to obtain and communicate information to managers effectively within operations. During this process time constraints were of a concern, which manifested in objective three not being able to be completed to the satisfaction of the researcher. However the research process, which included the survey and interviews of respondents, the researcher felt that respondents where honest and open in expressing their views which adds to the validity and reliability of the research. The results showed that there was a clear understanding of the topic amongst the respondents. It showed that the respondents had a good understanding of information and its importance in meeting strategic objectives by making better decisions. It became clear that ERP was generally working well but that timeliness of information was the biggest obstacle in meeting strategic objectives in balancing supply and demand. The research identified the information necessary for the SOP's process to be effective and it also showed the impact of having real time shop floor information available to the decision making process. It also showed that there would be other benefits as performance could also be improved by having real time performance indicators that are used to set the pace and common goal. The report also identified some cultural differences between PFK electronics culture and NUMSA unionised employees culture and the impact it has on relationships and communication. The report concludes with the research question being answered and with a recommendation that the single most important means of improving operational effectiveness is going to be to improve the quality of information used in decision making. The research has shown that getting this information in 'real time' or as close as possible to real time is the best means of improving the quality of information and its impact on management decisions. It is further recommended to investigate the implementation of systems such as Manufacturing Execution Systems to link the shop floor directly into the current ERP system and lastly to find a means of bridging the cultural differences between NUMSA unionised employees and PFK behavioural culture. / Graduate School of Business Leadership / M.B.A.

<p>Predmet ovog istraživanja je ponašanje donosilaca odluka u uslovima<br />neizvesnosti. Na osnovu sprovedene simulacije među subjektima i<br />dobijenih rezultata, cilj ove disertacije je da se utvrde dominantni<br />faktori prilikom poslovnog odlučivanja u uslovma kada donosiolac<br />poslovnih odluka ne raspolaže informacijama potrebnim za ispravno<br />donošenje odluka u trenucima kada njegova investicija ostvaruje<br />gubitak. Prilikom utvrđivanja sklonosti donosioca odluke u obzir je<br />uzet i pol donosioca odluke i poslovni status, kao i prethodno<br />iskazane sklonosti ka riziku.</p> / <p>The subject of this research is behavior of decision &ndash; makers in ambiguous<br />surroundings. Based on the simulation that was conducted among subjects<br />and results obtained from it, the aim of this dissertation is to establish<br />dominant factors that influence decision &ndash; making process in situations<br />where information neccesery for adequate decision &ndash; making are not<br />available to decision &ndash; makers in situations where decision &ndash; makers are<br />facing loss. Gender and employmet status were taken into consideration<br />during determination of decision &ndash; makers preferences, as well as their<br />previously exhibited risk preferences.</p>