• Understand and explain key terms, definitions, concepts, theories and models about decision making covered in the course.
• Present a clear and coherent argument for your choice of relevant theories and models including their advantages and limitations in the analysis of the strategy execution case.
• Apply the selected key terms, definitions, concepts, theories and models in a systematic analysis of strategy execution cases.
• Demonstrate a nuanced and critical appreciation of the challenges in making decisions for strategy execution in organizations.
• Discuss and reflect on practical and theoretical implications for decision making and strategy execution resulting from the analysis of cases.
• Produce a clear and meaningful narrative that follows academic writing conventions; e.g.; proper references, a clear structure, and well articulated arguments.

In the current competitive business environment, managers need to be prepared to make decisions quickly and decisively while implementing strategies. Making strategic decisions involves many considerations such as weighing risk, understanding the specific situation encountered, identifying available strategic options as well as considering long-range implications for the organization. Most managers report that making decisions is a significant challenge in their work life. Understanding the nature of this challenge may be a first step in the direction of improving one’s capacity for making wiser decisions.

This course is about understanding managers’ decision making processes in strategy execution. Understanding decision making involves examining how decision makers think about complicated problems and identifying the strengths and weaknesses of the human cognitive capacity. By knowing how decisions are really made we can begin to learn how various decision techniques and strategies may help overcoming such limitations and improving the quality of decisions. Some of these techniques and strategies are founded on mathematical models or computer software; others build on theories about awareness and mindfulness.
 
The goal of this course is to relate our knowledge of how decisions are made to such techniques and strategies for improving decision making for strategy execution. By doing this, we will also enlarge the notions of decision, the role of the decision maker, and the process of decision making. This will enable participants to support and improve your own decision making as well as to understand the decision making of others. We view the decision maker as a socially, economically, historically, and materially situated human who struggles with unrealistic demands and therefore has developed (individually and socially) heuristics, habits, routines, practices, and conventions.
 
By the end of the course, students will be able to reflect on the complexities of decision making in organizations, their own decision styles and personal dispositions. They will be able to make decisions more deliberately and systematically and will be able to use decision analysis techniques, intuition and group processes, integrate their values into their decisions.
In this course we seek answers to questions such as:
·         How decisions happen in organizations
·         How you make decisions
·         How complexity and uncertainty impact on decision making
·         How to analyze problems and issues in preparation for choice
·         When to analyze and when to trust your intuition
·         How to account for multiple goals and stakeholders in decision making

Constantiou, I., Shollo, A., & Vendelø, M. T. (2019). Mobilizing intuitive judgement during organizational decision making: When business intelligence is not the only thing that matters. Decision Support Systems, 121, 51-61.

Jarrahi, Mohammad Hossein & Monahan, Kelly & Leonardi, Paul. (2023). What Will Working with AI Really Require?. Harvard Business Review.

Lebovitz, S., Lifshitz-Assaf, H., & Levina, N. (2022). To engage or not to engage with AI for critical judgments: How professionals deal with opacity when using AI for medical diagnosis. Organization Science, 33(1), 126-148.

March, J. G. (1994). Primer on decision making: How decisions happen. Simon and Schuster publication. 

Salas, E., M. A. Rosen, and D. DiazGranados. "Expertise-based intuition and decision making in organizations." Journal of Management(2009):941-973

Shollo, A., Constantiou, I., & Kreiner, K. (2015). The interplay between evidence and judgment in the IT project prioritization process. The Journal of Strategic Information Systems, 24(3), 171-188.

Shollo, A., and I. Constantiou. "Self-Reinforcing Mechanisms and Organizational Decision Making: The Case of Project Prioritization in a Financial Institution." Self-Reinforcing Processes in and Among Organizations(2013): 104-124

Shollo, A., Hopf, K., Thiess, T., & Müller, O. (2022). Shifting ML value creation mechanisms: A process model of ML value creation. The Journal of Strategic Information Systems, 31(3), 101734.

Shrestha, Y. R., Ben-Menahem, S. M., & von Krogh, G. (2019). Organizational Decision-Making Structures in the Age of Artificial Intelligence. California Management Review.

Tingling, P. M., & Brydon, M. J. (2010). Is decision-based evidence making necessarily bad? MIT Sloan Management Review, 51(4), 71-76.