Managing uncertainty during a global pandemic: An international business perspective.

This study examines the issue of how export market‐oriented behaviors influence export success. Using survey data obtained from Hong Kong based manufacturing exporters, our findings suggest that export market‐oriented behaviors are important predictors of several dimensions of export performance. In particular, it appears that this behavior is most important for exporters operating under conditions of high environmental turbulence. The export market‐oriented behavior – export performance relationship for these firms, was generally positive and strong. However, under conditions of low environmental turbulence, the costs of developing and implementing high levels of export market‐oriented behavior may outweigh the benefits accrued.

Export market-oriented behavior and export performance: the moderating roles of competitive intensity and technological turbulence

/pdf/the-foreign-investment-decision-process-u84e5rvige.pdf

The foreign investment decision process

https://digitalcollection.zhaw.ch/bitstream/11475/22378/3/2021_Hartwell-Devinney_Populism-political-risk-and-pandemics.pdf

Populism, political risk, and pandemics: The challenges of political leadership for business in a post-COVID world


Purpose
Recently, the increasing development of digital accounting systems has raised their effects on the quality of decision-making. Consequently, this research aims to evaluate the effects of digital accounting systems success factors on the advancement of decision-making quality in Jordanian banks.


Design/methodology/approach
The questionnaires were sent to 187 decision-makers who are actual users of digital accounting systems in Jordanian banks. A quantitative research approach was adopted to test the proposed research model based on the partial least squares-structural equation modeling method.


Findings
The empirical results of the current research revealed that data and information quality had a significant impact on the overall decision-making quality with the digital accounting systems, whereas system quality had an insignificant impact on it. The results empirical also confirmed that information quality has mediated the relationship between data and system quality and decision-making quality. Eventually, analytical decision-making culture has moderated the relationship between information quality and decision-making quality.


Originality/value
The current research will provide attractive implications and recommendations for practitioners, accounting managers and decision-makers about evaluating the effect of digital accounting systems on improving the decision-making quality in Jordanian banks.


The effect of digital accounting systems on the decision-making quality in the banking industry sector: a mediated-moderated model

Uncertainty is a key contextual factor that affects the decision-making of multinational corporations on many types of international operation. However, the variety of ways in which uncertainty has...

https://www.tandfonline.com/doi/pdf/10.1080/23311975.2019.1650692

Uncertainty in decision-making: A review of the international business literature

Although the existing literature recognizes the role of integration managers in post-acquisition integration, it not only positions them as mere executors of the top management’s targets, but also tends to disguise them under the overall term of ‘integration manager’ regardless of their area of expertise. Quite often integration managers and integration teams are positioned at the boundaries between top management and the rest of the merging organization where their role might include giving sense to a new strategy and structure and interpreting various unanticipated events that emerge during post-acquisition integration. They tend to play a very important but highly undervalued decision-making role. We have a limited understanding of how individual integration managers influence decision-making in an integration team setting during post-acquisition integration. The findings of this in-depth qualitative case study research illustrate the key performing role of integration managers at both the individual and team level, where the level of integration managers’ contribution is being partly predetermined by the area of their expertise. The findings also showed that key decision-making activities were conducted at the team level. The paper presents a theoretical model of integration managers’ decision-making processes during the post-acquisition integration phase and makes two key contributions to the M&A literature. First, this paper constitutes the particular importance of integration managers in the way the post-acquisition integration evolves. Second, this research complements the simplicity of the rationalistic perspective on post-acquisition integration incorporating the chaotic reality of integration managers’ decisions-making who tend to fill in contradictory and/or equivocal cues of top management. 

Sniazhana Sniazhko

Papers

Uncertainty in decision-making: A review of the international business literature

The Role of Integration Managers in Post-Acquisition Integration: A Decision-Making Perspective