The Study on The Dynamic Decision-Making Abilities of Executives

• Main Authors: Ya-Ting, Fan, 范雅婷
• Other Authors: Yen-Fen, Lo
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/39646363616655605806

碩士 === 實踐大學 === 企業管理學系碩士班 === 99 === To deal with the information economy era being brought about by globalization and achieve commercially sustainable operations, strengthen competitive advantage, respond to high-level dynamic environments, and create higher output value, senior executive human resource capability training is now conspicuously receiving greater stress. Today, when industrial trends and market movements shift with the blink of an eye, senior executive decision-making plays a very important role in the operations and development of entire organizations. The object of this research paper is to explore senior executive decision-making with regard to operations policy. At times of major decision-making, the issues faced are dynamic, nonlinear, and require higher levels of thinking. The question arises as to which critical factors impact the system logic of the decision-making process. At present, research in the realm of dynamic capability tends to focus on organizations and less often upon average individuals. Similarly, dynamic capability concepts are not often applied to the realm of personal decision-making. Thus, the goal of this research paper is to investigate senior executive decision-making models and explore the impact of senior executive dynamic capability upon their decision-making models. This paper applies qualitative research’s materials analysis method, content analysis method, and literature review method. The scope of this research covers 50 senior executives interviewed by the Commercial Times (of Taiwan). The results of our research indicated that: (1) 40% of senior executives have bounded rationality, whereas 60% of senior executives are rational decision-makers (2) senior executives stress most the learning skills required to enhance their dynamic capability (3) senior executives operating with bounded rationality will enhance their dynamic capability, and therefore trend towards rational decision-making. Senior executives making rational decisions and dealing with affairs or concepts they have not mastered, trend towards bounded rationality. (4) due to the dynamic environments, senior executives will change and reconfigure capability to deal with the status；senior executives would improve and upgrade capability to deal with the dynamic environments in the future.