• The Journal of Asian Finance, Economics and Business
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• v.7 no.6
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• pp.305-316
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• 2020

This paper aims to examine the application of cost-volume-profit (CVP) analysis by public universities in Vietnam. In the context where Vietnam is gradually transferring financial autonomy to public universities, the conduct of a CVP analysis in relation to these public universities is particularly urgent. Research samples were collected in 2018 and 2019 by surveying Vietnamese public universities. After collection, the data is synthesized by excel file, conformity check, data cleansing and data analysis on SPSS software by tools such as Frequency statistics, price statistics, and means. The results show that: (1) universities used the CVP analysis in decision-making, (2) information related to the CVP analysis used for decision-making by administrators remained simplistic and lacked cost-control details, and (3) the application of the CVP analysis by university administrators for decision-making was neither comprehensive nor coordinated. The findings also show that, given the current conditions in Vietnam, increasing the governance in public universities is essential, as is contributing to reducing costs, increasing universities'income, providing the best service to students, and improving the quality of training. The study calls for the flexible application of the CVP analysis, which will provide information to help managers at Vietnamese public universities make the best decisions.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.4
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• pp.113-131
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• 2015

Decision effectiveness depends on type of knowledge within team members generated by decision making process. Thus, organization in accordance with teams' experience and capability ultimately achieve their desired outcome. However, previous research has not addressed a mediating role between different knowledge type in decision making and product competitive advantages(pioneering advantage and product quality superiority). Based on the knowledge-based view, we model how different knowledge characteristics in decision making affect to acquire each of knowledge in decision making effectively and then to apply acquired knowledge in decision making. Anchored in a source-position-performance (SPP) framework (Day and Wensley's, 1988), we shed light on the effects of three knowledge characteristics dimensions in decision making process on knowledge management competences in decision making for a new product project. We also examine the relationship between two dimensions of NPD knowledge management competences, and product competitive advantages which consist of market pioneering advantage and product quality superiority. To test the relationships, the empirical analyses are conducted using a sample of team managers who participated in NPD projects. This study suggest that managers should increase their acquirability and applicability of knowledge by integrating complexity of diverse and new knowledge, developing codifiability of well-documented knowledge, and creating the sharing common knowledge among NPD team members. Thus, they are able to outrun major competitors in terms of pioneering advantage and product quality superiority perspective.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.6
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• pp.95-107
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• 2020

By applying behavioral intention theories and the theory of diffusion of innovation in organizations, this study identified several factors influencing the intention to apply management accounting in enterprises in Vietnam. Research data was collected from the questionnaire sent to Vietnamese enterprises in 2019, collecting 542 observations from accountants and directors. The data is, then, synthesized by excel file, conformity check, and processed by SPSS 20 software with descriptive statistics and multiple regression analysis. The results showed four factors that affect the intention to apply management accounting in enterprises in Vietnam: (1) Performance expectancy; (2) Effort expectancy; (3) Perceived trust; and (4) Subjective norms. The study pointed out that the above factors explain 60.618% of the variation of "intention to apply management accounting", in which, Subjective norms has the strongest impact (regression coefficient is 0.238). The findings also show that raising the awareness of managers and accountants about the role of management accounting, improving the qualifications and knowledge of accountants, and increasing the trust of managers about management accounting information are needed to increase the level of management accounting application in Vietnamese enterprises. The study also proposes recommendations to improve the effectiveness of management accounting for managers in operation and decision-making.

• Journal of the Korean Operations Research and Management Science Society
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• v.21 no.3
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• pp.159-174
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• 1996

Facing decision-making tasks, managers frequently make judgments, However, since managers are human beings, the fficiency of their judgments is limited. Two major sources of inefficiency in their judgments have been recognized : one is systematic deviations from normatively preferred decisions, so called bias or incorrect intuition, and the other is inconsistency in their judgments, i. e. erratic decision making variance. Rather than bias, variance is really expensive or damaging. Thus, if the inconsistency inmanagers judgments is removed, performance could be by far improved by virtue of the reduced random variance. One of the approaches to improve managerial judgment is to simply bring managers together by effectively moderating the random variance due to inconsistency. Focusing on combining judgments, this paper addresses many relevant issues such as why combining and how to combine judgments, and suggests methods and models to effectively aggregate subjective judgments, We conduct an experiment to validata the effectiveness of combining jugements over individual judgments. Various combining schemes are also evaluated in terms of their prective accuracy. Among them, mean bias based wighting scheme turns out the best. However, when available information is not enough to estimate the expertise of judges, simple and robust equal weighting might be more efficient and productive. This urges an imperative future research on the issue of how many and which ones to combine from a large set of experts.

• Journal of Korea Trade
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• v.25 no.2
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• pp.196-219
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• 2021

Purpose - We attempted to empirically verify the effects of managerial attributes on cost stickiness in exporters. Exporters are often affected not only by external factors such as exchange rate but also by internal factors such as managerial attributes regarding their business activities. Because cost stickiness is the product of a manager's decision-making, it has been considered that managerial attributes have a great influence on the behavior. Therefore, our study was intended to find out whether cost stickiness shows differentiated aspects depending on managerial attributes in exporters. Design/methodology - We considered two managerial attributes: CEO power and managerial overconfidence. First, CEO power was measured as CEO pay slice. In addition, managerial overconfidence was measured based on three methodologies presented by previous studies. To measure cost stickiness, we used multiple methodologies presented by prior research. Findings - The results of our empirical analysis are as follows. First, in export firms, the greater CEO power is, the greater cost stickiness is. This result suggested that export managers with great influence little respond to temporary sales decrease promptly, little reduce related production costs flexibly in preparation for future sales recovery, but leave room to endure costs for idle resources. Second, the greater managerial overconfidence is, the greater cost stickiness is. This result indicated that export managers with great overconfidence on their decision-making often view the prospect for sales recovery positively; therefore, they little respond to temporary sales decrease immediately, little reduce related production costs flexibly for future sales recovery, but leave room to endure costs for idle resources. Third, export managers with great influence in their businesses and great overconfidence in their decision-making tend to show relatively great cost stickiness. The results proposed that the combination of the two factors functions to make cost stickiness greater. Originality/value - Our study is differentiated from extant studies in that we provided empirical evidence of the effects of managerial attributes on their business activities in exporters. Specifically, we verified the effects of managerial attributes on cost stickiness in Korean exporters. The results of our study are expected to contribute to providing useful information for exporters and start-ups.

• The Journal of Industrial Distribution & Business
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• v.11 no.3
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• pp.51-62
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• 2020

Purpose - This study examined the relationship between individual creativity and its related variables to observe how individual creativity contributes to organizational performance. In addition, this study strived to explore how to maximize the utilization of individual creativity and innovate the structure of the organization itself so that teams and organizations can respond more effectively to new rising trends. this study aimed to examine whether the value congruence between individuals and organizations (propensity congruence, goal congruence has a significant impact on knowledge sharing and innovation behavior as dependent variables by exerting individual creativity and synergy as independent variables. Research design, data and methodology - SPSS 24.0 program were used to analyze the data. Descriptive Statistics and correlation analysis were performed, and the reliability factor (Cronbach's α) was calculated. Afterwards, we analyzed the moderating effects of structural equation model analysis and hierarchical regression analysis. The number of samples used in the study were 309 copies. Results - First, Individual creativity had a positive effect on knowledge sharing and innovative behavior. In other words, it was confirmed that decision-making processes fused with individual creativity could create an atmosphere of knowledge sharing and transform the organization. Second, value congruence adjusted the influence of individual creativity on knowledge sharing and innovation behavior. Conclusions - First, it is important for managers to recognize the value and secure the pool of creative talents who will be a potential future basic source of organizational success and competitive advantage. Second, managers should be able to identify those with creative talents and expertise, and use them to increase their knowledge sharing performance, while also developing emotional and motivational creativity. Third, in order improve knowledge sharing performance, managers should pay attention to the emotional aspect of creativity. Fourth, managers should strive to create an environment that is beneficial for the reinforcement of individual self-management capabilities. Fifth, managers should be able to develop decision-making processes to develop potential creativity and encourage creative thinking, opinions, or solutions. Sixth, managers should promote the dissemination and integration of new knowledge based on the creative views and attitudes of team members.

• Journal of the Korea Society for Simulation
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• v.23 no.4
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• pp.203-210
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• 2014

This study proposes adaptive decision making method having feed-back structure of regression and simulation models to support the quick decision making of production managers by managing and integrating the mutual relationship among historical data. For that, from historical data that have extracted and accumulated from each process, we first selected major constraint resources that are used as independent variables in regression model. The regression model is designed by using the dependent variables (objectives) that defined above by managers and independent variables selected in previous step and simulation model that are composed of constraint resources is designed. In process of simulation run, we obtain the multiple feasible solutions (alternatives) by using meta-heuristic method. Each solution is substituted by regression equation and we found the optimal solution that is minimum of difference between values obtained by regression model and simulation results. The optimal solution is delivered and incorporated to production site and current operation results from production site is used to generate new regression model after that time.

• Journal of Convergence for Information Technology
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• v.10 no.4
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• pp.55-64
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• 2020

This research empirically explores the relationship between types of performance information use, decision making behaviors and performance of government organizations. We measured two types of using performance information, relevance of performance index, variety of performance information, and levels of manager intervention by surveying performance managers of each government ministry or agency and also measured performance by using performance reports. The results of fuzzy-set qualitative comparative analysis suggest that hard use and soft use have impact on performance by combining with characteristics of performance information and managers decision-making by intervening performance management processes.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.9 no.1
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• pp.15-23
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• 2014

A Case Study on Venture and Small-Business Executives' Use of Strategic Intuition in the Decision Making Process This paper is a case study on how Venture and Small-Business Executives managers can take advantage of their intuitions in situations where the business environment is increasingly uncertain, a novel situation occurs without any data to reflect on, when rational decision-making is not possible, and when the business environment changes. The case study is based on a literature review, in-depth interviews with 16 business managers, and an analysis of Klein, G's (1998) "Generic Mental Simulation Model." The "intuition" discussed in this analysis is classified into two types of intuition: the Expert Intuition which is based on one's own experiences, and Strategic Intuition which is based on the experience of others. Case study strategic management intuition and intuition, the experts were utilized differently. Features of professional intuition to work quickly without any effort by, while the strategic intuition, is time-consuming. Another feature that has already occurred, one expert intuition in decision-making about the widely used strategic intuition was used a lot in future decision-making. The case study results revealed that managers were using expert intuition and strategic intuition differentially. More specifically, Expert Intuition was activated effortlessly, while strategic intuition required more time. Also, expert intuition was used mainly for making judgments about events that have already happened, while strategic intuition was used more often for judgments regarding events in the future. The process of strategic intuition involved (1) Strategic concerns, (2) the discovery of medium, (3) Primary mental simulation, (4) The offsetting of key parameters, (5) secondary mental simulation, and (6) the decision making process. These steps were used to develop the "Strategic Intuition Decision-making Model" for Venture and Small-Business Executives. The case study results further showed that firstly, the success of decision-making was determined in the "secondary mental simulation' stage, and secondly, that more difficulty in management was encountered when expert intuition was used more than strategic intuition and lastly strategic intuition is possible to be educated.

• Journal of Navigation and Port Research
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• v.45 no.5
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• pp.259-275
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• 2021

This study analyzed the decision-making process in ship finance for the choice between fixed and floating interest rates using behavioral finance theories. Results confirmed that causes and background of decision-making processes could be explicitly explained by the framework of behavioral finance theories. This study also determined whether decisions were irrational. A case-study research was applied as the methodology. Decision-making data on ship finance collected through narrative and questionnaire responses were analyzed and evaluated using behavioral finance theories. Theories of behavioral finance used in the analysis and research of this study included availability heuristic, anchoring effect, and opportunity cost theory. Narrative and survey responses were clearly explained by theories of behavioral finance. It was found that a shipping company suffered additional losses owing to decisions that included behavioral finance errors. Behavioral finance theories largely influenced the decision-making process of choosing between a fixed interest rate and a floating interest rate. Shipping finance decisions related to interest rate selections could be clearly explained by behavioral finance theories. Errors related to behavioral finance could result in irrational decisions. Thus, managers who are responsible for shipping finance should remain vigilant toward any behavioral finance errors when making shipping finance decisions.