The Principles of Timeline Event Series: The Theory That Births Legends (Published)
According to the Principle of Timeline Event Series, critical life-altering events, whether natural or intentional, have a substantial impact on the trajectory of individuals and enterprises. This study investigates the transformational potential of such occurrences, focusing on the cause-and-effect relationships that affect outcomes. Individuals and organizations may strategically manage their pathways to desired goals by identifying and comprehending these critical times. The integration of time series analysis models creates a solid foundation for forecasting and controlling the effect of these occurrences, hence improving strategic decision-making and planning. This article emphasizes the necessity of accepting change, capitalizing on crucial events for growth, and applying time series analysis in forecasting and strategic planning through a thorough literature review and discussion. The findings highlight the importance of strategic planning and adaptation in attaining long-term success and establishing lasting legacies. Future research paths are proposed to improve and broaden the applicability of this idea across various fields.
Keywords: Business, Management, Technology, strategic decision making, time series analysis, timeline event series, transformative potential
Effective Strategic Decision-Making and Strategic Decision Makers’ Characteristics: The Role of Cognitive Diversity and Complexity (Published)
This study examines the effect of strategic decision makers’ characteristic dimensions on effective strategic decision-making in some selected government agencies/commissions in Delta State, Nigeria. These dimensions include cognitive diversity and cognitive complexity of decision makers. To achieve this, specific objectives with corresponding hypotheses were formulated. Primary data were therefore obtained through self-structured instruments (questionnaire) that was validated and pilot-tested. From a population of 290 employees of government constituted boards of selected agencies and commissions, a sample size of 168 respondents was drawn via the Taro Yamane formula. Questionnaires were designed to elicit reactions of respondents relating to the various variables of concerns. Findings of the study established that, there is a significant positive relationship between strategic decision maker’s cognitive diversity and effective strategic decision making, however, no relationship found between strategic decision maker’s cognitive complexity and effective strategic decision making within the selected government agencies/commission, but when regressed alongside cognitive diversity, positive correlation exist. It was therefore concluded that, individual strategic decision maker with both characteristics is hoped to do well in strategic decision engagement. In the light of this study results and conclusion, it was recommended amongst other things that, if organization management is to appraise decision maker’s characteristics as a basis to ascertain efficacy and effectiveness in decision making process and situations, priority attention should be given to both cognitive diversity and complexity characteristics.
Citation: Eromafunu, Godbless Edward, Akpoyibo, Godspower, & Isaac, Akpevwe Power (2022) Effective Strategic Decision-Making and Strategic Decision Makers’ Characteristics: The Role of Cognitive Diversity and Complexity, European Journal of Business and Innovation Research, Vol.10, No.6, pp.,18-33
Keywords: cognitive complexity, cognitive diversity, decision makers., strategic decision making