James, a young man is making headway, against the will of his father. He does not want to waste away like previous generations, in this small village. He wants to make something with his life. He wants to find out what the future offers. Fate has something else planned for him. His path directs him halfway in a direction he chose. An stranger becomes his closest friend. He influences him greatly, whether he wants it or not. Mein Name ist Margareta Arold. Als junge Mutter wanderte ich aus nach Amerika, wurde nach 5 Jahren Amerikanerin, was ich nicht bereue. Ich wollte schon immer Geschichten schreiben die mein Leben beeinflussten. Hatte mich aber nie getraut. Ein Artikel im Internet hat mein Interesse erweckt. Ich habe mich bei Long Ridge Writers Group beworben, indem ich eine kurze Geschichte schrieb. Dezember 2010 erhielt ich mein Diplom als Freelance-writer.
Behavioral strategy continues to attract increasing research interest within the broader field of strategic management. Research in behavioral strategy has clear scope for development in tandem with such traditional streams of strategy research that involve economics, markets, resources, and technology. The key roles of psychology, organizational behavior, and behavioral decision making in the theory and practice of strategy have yet to be comprehensively grasped. Given that strategic thinking and strategic decision making are importantly concerned with human cognition, human decisions, and human behavior, it makes eminent sense to bring some balance in the strategy field by complementing the extant emphasis on the objective economics-based view with substantive attention to the subjective individual-oriented perspective. This calls for more focused inquiries into the role and nature of the individual strategy actors, and their cognitions and behaviors, in the strategy research enterprise. For the purposes of this book series, behavioral strategy would be broadly construed as covering all aspects of the role of the strategy maker in the entire strategy field. The scholarship relating to behavioral strategy is widely believed to be dispersed in diverse literatures. These existing contributions that relate to behavioral strategy within the overall field of strategy has been known and perhaps valued by most scholars all along, but were not adequately appreciated or brought together as a coherent sub-field or as a distinct perspective of strategy. This book series on Research in Behavioral Strategy will cover the essential progress made thus far in this admittedly fragmented literature and elaborate upon fruitful streams of scholarship. More importantly, the book series will focus on providing a robust and comprehensive forum for the growing scholarship in behavioral strategy. In particular, the volumes in the series will cover new views of interdisciplinary theoretical frameworks and models (dealing with all behavioral aspects), significant practical problems of strategy formulation, implementation, and evaluation, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with potential for wider application of behavioral strategy. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the subject of behavioral strategy. Decision Making in Behavioral Strategy contains contributions by leading scholars in the field of behavioral strategy research. The 10 chapters in this volume cover a number of significant issues relating to the decision making processes, practices, and perspectives in the field of behavioral strategy, covering diverse topics such as failures in acquisitions, entrepreneurs under ambiguity, metacognition, neural correlates of emotion, knowledge flows, behavioral responses, business modeling, and alliance capability. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on decision making in behavioral strategy.
This book clarifies the meaning of the most important and pervasive concepts and tools in bioethical argumentation (principles, values, dignity, rights, duties, deliberation, prudence) and assesses the methodological suitability of the main methods for clinical decision-making and argumentation. The first part of the book is devoted to the most developed or promising approaches regarding bioethical argumentation, namely those based on principles, values and human rights. The authors then continue to deal with the contributions and shortcomings of these approaches and suggest further developments by means of substantive and procedural elements and concepts from practical philosophy, normative systems theory, theory of action, human rights and legal argumentation. Furthermore, new models of biomedical and health care decision-making, which overcome the aforementioned criticism and stress the relevance of the argumentative responsibility, are included.
This book examines a crucial question about small states and their governments influence in the European Union (EU) decision-making processes. - Are EU small member state governments influential in EU decision-making processes? In other words, do they exercise influence in these processes? And if so, how and at which stage do they do this? This book seeks to answer the above questions by focusing on Malta - the smallest state in the EU - and whether it exercises influence in uploading its preferences in two distinct stages of EU legislative decision-making processes - decision-shaping (formation) and decision-taking (adoption). The cases selected and analyzed showcase the Maltese governments behaviour in legislative negotiations in differing EU policy spheres that are extremely relevant to it. These are the adoption of EU directives on pyrotechnic articles (falling under the EU competition and consumer health and safety policy spheres) and on the extension of EU long-term residence to beneficiaries of international protection (falling under EU immigration policy). As analyzed in the latter chapters of the book, Maltas government has achieved varying degrees of success in its exercise of influence in these EU decision-making processes. Jean Micallef Grimaud is currently working for Maltas government at the Permanent Representation of Malta to the EU in Brussels as part of Maltas Council of the EU Presidency team. There he heads the Education, Youth, Culture, and Sports unit and will chair the Councils Education Committee during Maltas Presidency from January to June 2017. Previously, Jean held positions at the Office of Maltas Prime Minster and was a member of Maltas Diplomatic Corps between 2001 and 2009. He served as a First Secretary at the Permanent Representation of Malta to the European Union in Brussels from 2004 until 2009 where he held various positions - as a First Secretary on the EU Structural Funds (2004-2006), a member of the Cabinet of the Permanent Representative (2006-2008), and finally MERTENS (2008-2009) which is a position held by high ranking diplomats. Jean was awarded his doctorate degree from the Manchester Metropolitan University. His research focused on small state influence in the shaping stages of EU decision-making.
Both businesses and the world become over-complex, hyper-connected, extremely uncertain and ambiguous than ever, making effective decisions is both art and science. There are blind spots block the vision and there are pitfalls on the way. Decision Masters refer to the digital leaders or professionals who can leverage multidimensional thought processes, information and intuition, take a step-wise scenario for making effective decisions consistently. Decision Masters also refer to the businesses or organizations that follow a set of well-defined principles, leverage fine-tuned decision processes, efficient information management system, decision frameworks, tools, and metrics to enable people across the organization making effective decisions collaboratively. Decision-making is both art and science. More specifically, what are the digital philosophy, principles, and practices to improve decision-making effectiveness and increase the overall business responsiveness and maturity? The art of decision making includes the art of questioning: Part of the problem in decision ineffectiveness has to do with how you frame the question. Inappropriate framing is being the root cause of most bad decisions. Its also due to the lack of inquisitive minds. People need to leverage both critical thinking and creative thinking to ask tough questions for framing the real issues behind decision making. The thinking approach being used is informed at some level on subjective and intuitive sources of information, but it is calibrated and employed in the structured guiding process that gets everyone to slow down and think through the implications of their intuitive and subjective assumptions. The decisions should be made based on a sound basis, mixing feelings and reflection, inner wisdom and self-regulation; and make sure decisions are being taken neither impulsively nor too late. Because decision is all about future, and uncertainty is one of the biggest pitfalls to any business transform
This book evaluates the impact of the 2001 central government reforms on effective foreign policy making in Japan. It puts a special focus on the evolution of the domestic institutional factors and decision-making processes behind Japans foreign policy, while also analyzing the development of Japans external relations with various other countries, such as the US, China and North Korea. Adhering to the neoclassical realist approach, the authors show that, thanks to a more independent Kantei-based form of diplomacy, Japans prime ministers were able to strategically respond to international developments, and to pursue their own diplomatic endeavors more boldly. At the same time, they demonstrate that the effectiveness of this proactive posture was still heavily dependent on the decision-makers ability to form cohesive coalitions and select suitable institutional tools, which enabled them to influence domestic and international affairs. Karol Zakowski , PhD (2010) and habilitation (2016) in political science, is an Associate Professor of International Relations at the Department of Asian Studies, Faculty of International and Political Studies, University of Lodz. He was a visiting scholar at the Kwansei Gakuin University (2008-2009), Keio University (2012-2013, Japan Foundation Japanese Studies Fellowship), and National Graduate Institute for Policy Studies in Tokyo (2016). His research focuses on the evolution of the Japanese political scene and Sino-Japanese relations. He is author of Decision-Making Reform in Japan: The DPJs Failed Attempt at a Politician-Led Government (London and New York: Routledge, 2015), as well as other books, journal articles, and book chapters. Beata Bochorodycz is an Associate Professor at the Chair of Oriental Studies, Adam Mickiewicz University (AMU) in Poznan. MA in Japanese studies at AMU (1993); MA in law at the Law Department of Kyushu University, specializing in Japanese politics (2001); PhD at the Institute of Political Studies, Polish Academy of Science (PAN) in Warsaw (2006). Additionally, she was a fellow of the International Rotary Club (1993-1995), the Japanese Ministry of Education (1997-2001), and Japan Foundation (2013-2014). Visiting Professor at Yokohama National University (2008-2009), and visiting scholar at GRIPS in Tokyo (Sep.-Oct. 2016). Research focus: modern political and social history of Japan, policy process in public administration, foreign policy, the Okinawa problem in Japan-US relations. An author of several articles and books, including The Changing Patterns of Policy Making in Japan (Poznan: Wydawnictwo Naukowe Uniwersytetu im. Adama Mickiewicza, 2010). Marcin Socha , PhD (2015) in international relations, is an Assistant Professor of International Relations at the Department of Asian Studies, Faculty of International and Political Studies, University of Lodz. His research focuses on changes in Japanese energy and climate policy. He is a research associate in the Center for Asian Affairs in Lodz, Poland, with a focus on Japans paradiplomacy and policy towards Central and Eastern Europe.
This book presents in a concise and accessible way why the EU institutional system exists in its present form, how the EU fits into the world as a system of governance, and who is involved in EU policy processes. It outlines the historical context which has shaped the EU system, gives a summary of the systems basic principles and structures, and describes its actors, procedures and instruments. The main theme is to show that EU decision-making is not just a matter of action at some higher and separate level, of them and us, but rather that it involves different forms of cooperation between European, national and regional authorities, as well as interaction between public and private actors. Numerous short case studies illustrate how peoples day-to-day activities are affected by EU decisions, and how individuals concerns are represented in the decision-making process. The book provides insights and examples which will be very helpful for all students of European integration. It will also be a valuable resource for European citizens wishing to understand the basic realities and rationales, as well as some of the dilemmas, behind EU policy-making. Edward Best (1958) is Head of Unit at the European Institute of Public Administration (EIPA), Maastricht, and honorary Senior Fellow of Maastricht University. He specializes in European institutions and the political aspects of European integration as well as comparative regionalism and the management of regional organizations. He has been responsible for successive framework contracts to provide training services to the EU institutions on European governance, and has given regular courses in the European Commission and EU Agencies. He is the author of EU Law-Making in Principle and Practice (Routledge, 2014). He is co-editor of The Institutions of the Enlarged European Union (Edward Elgar, 2008) with Thomas Christiansen and Pierpaolo Settembri, and of Rethinking the European Union: IGC 2000 and Beyond (EIPA, 2000) with Mark Gray and Alexander Stubb, and has published numerous articles on the EU and institutional arrangements for regional integration.