this paper we present a concept of dual human information processing as an aid to understanding the decision styles and decision strategies of

The subject of market orientation has been of interest to both researchers and practitioners for several years. The work of Jaworski and Kohli (1993) inspired a substantial body of literature that empirically examined the antecedents and consequences of a market orientation. This article contributes to that body of literature by investigating the antecedents and consequences of market orientation in Australia. The results successfully replicate the Jaworski and Kohli findings, within an Australian environment. Results illustrate that understanding the culture, activities and processes associated with market-oriented activity have significant implications for organisations in Australia. Keywords:

The Intranet is the descriptive term being used for the implementation of Internet technologies within a corporate organisation, rather than for external connection to the global Internet. This implementation is performed in such a way as to transparently deliver the immense informational resources of an organisation to each individual's desktop with minimal cost, time and effort. An Intranet takes the World Wide Web (WWW or Web) model, which allows companies to communicate with the marketplace via the Internet and adapts it to the specific boundaries of an organization so only certain information is accessible only to its employees, and not the Internet public. A Decision Support System (DSS) is in most cases, an interactive, computerbased system, which has functions for giving a user modelling and data support, which is flexible and adaptable to varying needs in changing environments, with a supportive and easy to use interface, and which has been built to represent the necessary a...

TEAMDEC is a Group Decision Support System (GDSS). The development of a GDSS is supported by a broad spectrum of theories and techniques. Two major aspects of GDSS development were considered in TEAMDEC design: HCI and decision-making assistance. These two aspects interact to promote an interactive group decision support system with high quality.

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Organizations are increasingly focusing their efforts on knowledge management practices to foster the creation, sharing and integration of knowledge. This chapter proposes a framework for classifying such knowledge management practices based on their roles in solving problems and exploring opportunities. By integrating these practices through three value-added processes (identification, preservation and distribution), organizations improve their ability to learn and adapt to changing environments. Innovative business models that include these knowledge management processes will help organizations prosper in the face of rapid, complex change. We are indebted to the Queen’s Management Research Centre for Knowledge-Based Enterprises

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Draft—not to be cited A couple of decades ago, Bass (1990) said compellingly that people are “charisma-hungry ” when it comes to leadership. Invoking charisma and other components of transformational leadership (Burns, 1978; Conger & Kanungo, 1988) has rejuvenated leadership theory and research. To complete the picture, though, we should consider that people also are performance-hungry. Leadership theory and research emphasize leader style, interpersonal relationships, and followers ‟ reactions, and typically (with rare exception) do not include the problem-solving processes that yield desired results attributable at least in part to the leader‟s efforts. Discussing charisma, Madsen and Snow (1991; quoted in Bligh, Kohles, & Meindl, 2004) noted an additional, complementary causal sequence: followers ‟ belief in the leader “surely must be inspired by at least some hint of a real ability to deal with the followers ‟ problems. ” It is this possibility that constitutes the domain of interest in this manuscript. I describe a leadership model invoking the essential elements of: 1) leader performance, 2) leader behavior in the form of problem-solving activities that achieve

research borrow paradigms?

this report lopped off the bottom tier of the PAC's ranking altogether, leaving only 8 threats on the list of "final priorities." Washington's comparative risk project immediately proved its effectiveness. Following the lead of the governor, the agencies, and the diverse interests represented on the PAC, the state legislature 12