Exploring the need for a new paradigm in engineering management and the decision-making process in technology-based organisations
und 31. Dez. 2020
Über diesen Artikel
Online veröffentlicht: 31. Dez. 2020
Seitenbereich: 7 - 21
Eingereicht: 31. Mai 2020
Akzeptiert: 15. Okt. 2020
DOI: https://doi.org/10.2478/emj-2020-0024
Schlüsselwörter
© 2020 Simon P. Philbin et al., published by Sciendo
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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Cross-case analysis
| 1 | Is the initial decision-maker fully qualified and experienced in the role? | Y | Y | Y | Y | Y | Y |
| 2 | Does the decision have an impact greater than one year of the salary of the decision-maker? | Y | Y | Y | Y | Y | Y |
| 3 | Was the initial decision reviewed by competent personnel and accepted? | Y | Y | Y | Y | Y | Y |
| 4 | Does the person providing a better alternative have better identifiable qualifications or experience than the original decision-maker? | N | N | N | N | N | N |
| 5 | Was there a need for complicated mathematical calculations to identify the potential benefit? | N | N | N | N | N | N |
| 6 | Is the alternative identified in time to take corrective actions? | Y | N | N | N.A. | Y | Y |
| 7 | Was there visible recognition by management that the person providing the beneficial alternative was providing unique and valuable tacit knowledge? | N | N | N | N | N | N |
| 8 | Was there visible recognition by management that would indicate an improved decision-making process going forward? | N | N | N | N | N | N |