Adaptive decision making in real-world contexts often relies on strategic simplifications of decision problems. Yet, the neural mechanisms that shape these strategies and their implementation remain largely unknown. Using an economic decision-making task, we dissociate brain regions that predict specific choices from those predicting an individual's preferred strategy. Choices that maximized ga...

For organizations to make strategic decisions, they require knowledge derived from either internal resources or the external environment. This research examines the sharing of knowledge between an organization and its external customers, including the role of a customer-centric knowledge system. A recently developed customer-centric knowledge system is observed to determine the support it provi...

The decision-making process in strategic planning is often too complex to be handled by conventional methods. Strategic planning problems (building new plans, new product planning, etc.) belong to the class of problems called ill-structured by H. Simon. They involve a decomposition of the main problem into a set of subproblems, a reasoning process at the subproblem level, and then a coordinated...

Adaptation is a crucial challenge for organizations, and an important theme in the strategy and organization theory literature. We still have much to learn, however, about the strategic processes by which adaptation is achieved. In this paper we focus on a basic element in the adaptation process, i.e. ̄exibility within the strategic decision-making process. We concentrate on strategic decisions...

Modeling human decision making in strategic problem domains is challenging with normative game theoretic approaches. Behavioral aspects of this type of decision making, such as forgetfulness or misattribution of reward, require additional parameters to capture their effect on decisions. We propose a descriptive model utilizing aspects of behavioral game theory, machine learning, and prospect th...

This paper describes using a decision corridor approach to improve the exercise of strategic judgment under conditions of uncertainty. The method is a composite of concepts and tools principally borrowed from three analytical families futures, transition management and strategic management While the approach as used does not challenge current business concepts or radically contribute to their r...

This paper focuses on the design of a computer-based system for supporting executive decision-making, beyond the mere retrieval and processing of data and information. We examine the extent to which, by using the hyperknowledge framework for decision support systems, executive support systems can be made to emulate human perceptual and judgmental processes. Based on an appreciation of the cogni...

Strategic decisions are affected by beliefs about the expectations of others and their possible decisions. Thus, strategic decisions are influenced by the social context and by beliefs about other actors’ levels of sophistication. The present study investigated whether strategic decision-making, as measured by the beauty contest game, is associated with social skills, as measured by the Autism ...

Classical game theory uses the extensive form and the strategic form to explain a game. The extensive form is represented by a game tree, in which the players make sequential actions. However, the strategic form is usually used to describe games with two decision makers, in which players' choices are made simultaneously. Unlike one-player decision making, where optimality has a clear sense, in ...

This paper aims to present the different aspects and characteristics of strategic and operational information and propose a categorization pattern allowing to consider an information as strategic or operational. This categorization is to be used in the two decision making processes to assist its mining, and usage by the two related decision support systems. This is conducted trough the results ...