Index
Maria Palazzo
(Universitas Mercatorum, Italy)
Alessandra Micozzi
(Universitas Mercatorum, Italy)
Rethinking Decision-Making Strategies and Tools: Emerging Research and Opportunities
ISBN: 978-1-83797-205-0, eISBN: 978-1-83797-204-3
Publication date: 16 February 2024
This content is currently only available as a PDF
Citation
Palazzo, M. and Micozzi, A. (2024), "Index", Rethinking Decision-Making Strategies and Tools: Emerging Research and Opportunities, Emerald Publishing Limited, Leeds, pp. 111-114. https://doi.org/10.1108/978-1-83797-204-320241013
Publisher
:Emerald Publishing Limited
Copyright © 2024 Maria Palazzo and Alessandra Micozzi
INDEX
Academic spin-off
, 87–88
Action plan
, 75, 96–97
Actual versus potential
, 5, 74
Ad exchanges
, 36
Advertising technology industry (AdTech industry)
, 35–37
Amyotrophic lateral sclerosis (ALS)
, 89
Analytical myopia
, 4
APPNIE model
, 5, 96, 106–107
future directions for
, 108
Artificial intelligence (AI)
, 42
application of BCG matrix to platform provides
, 42
application of GE matrix to platform provides AI services
, 44–45
applying SWOT analysis to
, 62–65
Autism Spectrum Disorder (ASD)
, 89
Balanced scorecard (BSC)
, 4, 12, 19–21, 55
applying BSC to banking sector
, 38–40
drivers and limits of
, 37–38
Banking sector, applying BSC to
, 38–40
Barriers
, 107
adaptation of GE/McKinsey matrix to ‘explore’ metaverse
, 45–47
application of BCG matrix to platform provides artificial intelligence services
, 42
application of GE matrix to platform provides AI services
, 44–45
applying BSC to banking sector
, 38–40
drivers and limits of Boston consulting group matrix
, 40–41
drivers and limits of BSC
, 37–38
drivers and limits of general electric Matrix
, 43–44
example of PESTEL analysis applied to AdTech industry
, 35–37
limitations and barriers to application of PEST/PESTEL Analysis
, 34–35
limitations of BCG Matrix
, 41
PEST analysis’s drivers
, 35
Bioerg
case study Bioerg srl
, 91–95
competitors
, 91
Boston Consulting Group matrix (BCG matrix)
, 4, 21–23
advantages of
, 23–24
drivers and limits of
, 40–41
limitations of
, 41
Business Register of the Italian Chamber of Commerce
, 84
Communication
, 105, 107
Conventional GE matrix
, 45
Conventional marketing strategies
, 106
Conventional SWOT analysis
, 4, 74
Corporate strategy
, 12, 15, 18, 34
Cost-benefit analysis
, 106
Criticism of GE McKinsey matrix
, 26
Customer perspective
, 19
Customer-centric approaches
, 107
Data management platforms (DMPs)
, 36
Decision-making
, 12
evolution of
, 55–56
process
, 104–105
tools
, 5, 41, 43, 55, 57
Decision–making strategies and tools
, 5
advantages of BCG Matrix
, 23–24
Balanced Scorecard
, 17–20
Boston consulting group matrix
, 21–23
changing facets of PEST/PESTEL analysis
, 14
evolution of PEST Analysis
, 14–17
future directions for APPNIE model
, 108
GE/McKinsey Matrix
, 24–26
PEST analysis
, 12–14
strategic map and BSC
, 20–21
Degenerative process
, 24
Demand-side platforms (DSPs)
, 36
Dextran-substitute products
, 92
Digital strategies
, 106
Dynamic analysis approach
, 19
Economic, Technical, Political, and Social factors analysis (ETPS analysis)
, 14
Economic factors
, 13, 16
Economic-financial facet
, 39
Ecosystem
, 4
Entrepreneurial activation process
, 85
Entrepreneurship
, 81, 86
Environmental factors
, 14
European paradox
, 84
External elements
, 54
Fast-moving consumer goods (FMCGs)
, 16
Financial perspective
, 19
Financial sustainability
, 93
Foreign direct investment (FDI)
, 13
General Electric matrix (GE matrix)
, 4, 24–26
adaptation of GE matrix to ‘explore’ metaverse
, 45–47
application of GE matrix to platform provides AI services
, 44–45
drivers and limits of
, 43–44
GE/McKinsey nine-quadrant matrix
, 26
Globalisation
, 3
Goal-setting frameworks
, 107
Google
, 16
Gross Domestic Product (GDP)
, 16
Harvard Business Review (HBR)
, 21, 57
Harvard Business School
, 53
Innovative start–ups
, 86–87
in Italy
, 82–84
Intelligent Specialisation Strategy
, 97
Internal Process Perspective
, 20
Internal versus external
, 5, 74
Italy, Innovative start-ups in
, 82–84
Key performance indicators (KPIs)
, 37
Knowledge Spillover Theory of Entrepreneurship (KSTE)
, 84
Learning and development/innovation perspective
, 20
Legal factors
, 14
Limix
, 96
case study
, 87–90
Management control systems
, 21
Marche Region
, 81–82, 87, 97
Marketing
, 75, 106
Marketing Technology (Martech)
, 65
applying SWOT Analysis to
, 65–66
McKinsey Matrix
, 4, 24–26, 43
adaptation of McKinsey matrix to ‘explore’ metaverse
, 45–47
Ministry of Economic Development
, 82
Non-financial factors
, 43
Organisational sustainability
, 92
Performance measurement approach
, 19
Policies
, 107
Political, Economic, Social, Technological, Legal, International, Environmental, Demographic factors analysis (PESTLIED analysis)
, 14
Political, Economic, Sociological, Technological, Legal, Environmental factors analysis (PESTLE analysis)
, 4, 12, 14, 35, 57
changing facets of
, 14
example of advertising technology industry
, 35–37
limitations and barriers to application of
, 34–35
Political, Economic, Sociological, Technological factors analysis (PEST analysis)
, 4, 12–14, 34–35
changing facets of
, 14
drivers
, 35
evolution of
, 14–17
limitations and barriers to application of
, 34–35
in practice
, 14–17
Political decision-makers
, 82
Political factors
, 13, 16
Porter five-forces model
, 4, 57
Positive versus negative
, 5, 74
Product development
, 22
Purchasing power parity (PPP)
, 16
Quality based approach
, 19
Real-time bidding (RTB)
, 36
Regional entrepreneurial dynamics
, 81
Research and development (R&D)
, 13
Resources
, 96
Rome Outstanding Maker of Europe (R. O. M. E.)
, 88
Science, Tech, Engineering, Math field (STEM field)
, 86
Sharing economy
, 3
SO strategies
, 54
Social, Legal, Economic, Political, Technological factors (SLEPT analysis)
, 14
Social, Technical, Economic, Political, and Ecological factors analysis (STEPE analysis)
, 14
Social factors
, 13, 17
Social/Demographic, Technological, Economic, Environmental, Political, Legal, Ethical factors (STEEPLE analysis)
, 14
SOFT approach
, 55
ST strategies
, 54
Stakeholder groups
, 5
Start-ups
factors influencing emergence of
, 84–86
‘weekend’ business competition
, 88
Strategic, Trend, Evaluation, Process (STEP)
, 14
Strategic decision making
, 107
Strategic management
accounting
, 17
process
, 15
Strategic map
, 20–21, 39
Strategy
, 104
Subjective assessment process
, 63
Supply-side platforms (SSPs)
, 36
Sustainability of business
, 92
SWOT analysis
, 4, 15, 35, 53–54, 57, 74, 89, 93, 106, 108
to AI platform
, 62–65
areas of application of
, 56–57
evolution of decision-making tool
, 55–56
limits and drawbacks of
, 57–58
to Martech
, 65–66
structured literature review
, 58–61
SWOT matrix
, 54
Talking Hands
, 88–89, 96
Technical sustainability
, 92–93
Technological factors
, 13
Technology
, 17
Technology-forecasting process
, 22
Tools
, 107
TOWS strategic matrix
, 55
Turnaround
, 24
UN Sustainable Development Goals
, 89
Underlying planning (UP)
, 55
Vulnerability mitigation strategies
, 97
WO strategies
, 54
World Bank
, 82
WOTSUP
, 55
WT strategies
, 54
- Prelims
- Part I: Introduction
- Chapter 1: Introduction to ‘Rethinking Decision-Making Strategies and Tools: Emerging Research and Opportunities’
- Part II
- Chapter 2: Decision-Making Strategies and Tools: State-of-the-Art and Advancement
- Chapter 3: Barriers, Drivers, and Application of Decision-Making Strategies and Tools
- Chapter 4: The SWOT Analysis: An Evolving Decision-Making Model
- Part III
- Chapter 5: The APPNIE Model
- Chapter 6: LiMiX and BIOerg Case Studies
- Part IV: Conclusion
- Chapter 7: Towards a Conclusion: Do We Still Need Decision-Making Strategies and Tools?
- Index