| Title | Proposal for a model to hierarchize strategic decisions according to, criteria of value innovation, sustainability and budgetary constraint |
|---|---|
| ID_Doc | 77675 |
| Authors | Wollmann, D; Tortato, U |
| Title | Proposal for a model to hierarchize strategic decisions according to, criteria of value innovation, sustainability and budgetary constraint |
| Year | 2019 |
| Published | |
| Abstract | Organizations need management models, which will enable their executives to develop systemic thinking. In addition, executives should keep in mind that: some decision-making processes should be shared; impose political influence according to their preferences; value innovation strategies may be present; it is essential to consider the environmental, economic and social dimensions of sustainability. In this context, this study describes a model to hierarchize strategic decisions according to criteria innovation value, sustainability and budgetary constraint, developed according to the methodology proposed by Mitroff et al. (1974). In addition to hierarchizing, the model allows identifying the degree of importance of each of the strategic decisions in the performance indicators defined as evaluation criteria and sub-criteria. In the conceptualization phase, the model is influenced by concepts that describe complex adaptive systems. Next, the Analytic Network Process with Benefits, Opportunities, Costs and Risks Analysis and Linear Programming techniques are used in order to define the mathematical structure that operationalizes the model. The use of a hypothetical example demonstrates the capacity of the model proposed in this work to support the decision-making process of an organization in the selection of its decision alternatives. Thus, the model can help the academic and business communities concerned with the progress of sustainable societies, insofar as it subsidizes decision-making for the development and implementation of new products and processes related to cleaner production. (C) 2019 Elsevier Ltd. All rights reserved. |
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