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Abstraction: This paper is a literature reappraisal on the decision-making issues in a little and average endeavor. The first portion proposes an overview of the chief theories and attacks sing the managerial determination and the decision-making procedure, in general. In the 2nd portion, it tries to place some specific elements of decision-making procedures within SMEs, holding as support the elements of the first portion.

JEL categorization: L26, D81

Cardinal words: determination devising, entrepreneurship, little and average endeavors, entrepreneurial determination devising, implementation, practical intelligence, rational entrepreneurship

1. Introduction

Every success, every bad luck, every chance seized or missed by an organisation ( big or little ) is the consequence of a determination that person made or failed to do. The premise of good determinations and their fast execution determine basically the public presentation of an organisation ( Roger, Blenko, 2006 ) .

The present period brings new challenges refering the organisational decision-making procedures. On one manus, it is talked about a inclination of speed uping the beat of the determination. Speed is a feature of the modern universe, the factors which affect the internal environment and the external environment of an organisation that the decision-maker must take into history, being really unstable, each of their alterations pressing a really speedy reaction from an organisation that wants to be performant.

This attack brought and will necessarily convey alterations in the constellation of decision-making procedures in an organisation. Alvin Toffler “ preached ” these mutants of all time since the beginning of the seventies: “ Directors are forced to number on the experts ‘ advice more and more by and large ( n.n. – experts in human resources, in information engineering, production applied scientists, legal experts, comptrollers etc. ) . On these people now devolves the function of decision-making. Until late, the directors merely consulted them, reserving the right of decision-making. Nowadays the directors are about to lose their monopoly on decision-making. Because there is no clip for the determinations to follow their manner at leisure top down on the hierarchy graduated table, A«counselorsA» halt doing lone recommendations and get down doing determinations themselves ” ( Toffler, 1973, p. 149 ) .

Concurrently, apart from the inclination of speed uping the beat of the determination, the invention, the unedited of the events besides originate a alteration of the character of the determinations with which the person confronts in modern organisation. Alvin Toffler besides noted that “ the delicate in-going of invention in the environment disturbs de delicate equilibrium of the A«programmedA» and A«non-programmedA» determinations from assorted organisations and from private life ” .

Taken together, these force per unit areas entitle A. Toffler to speak about a crisis of decision-making in techno-societies, about a “ determination overload ” which affects the person of the present society.

Most of the plants in the economical literature refering the determination and the decision-making procedure are circumscribed to the big company. Although the SMEs and entrepreneurship are an in trend subject in the economical literature, the determination inside the little concern is an highly less approached subject. The researches in this involvement country are focused on the determination of making an endeavor or going an enterpriser and are less interested in the decision-making procedures interfered after making the endeavor, in its day-to-day activity. Besides, many writers underline different features of the decision-making procedure in the SMEs ( the non-rigorous foundation, the clip force per unit area, the single character etc. ) .

The present article proposes a personal synthesis of the few plants refering the decision-making procedure in the SMEs. The attack will get down from a big model, refering the determination and the organisational decision-making procedure, abridged in the 2nd portion to the country of SMEs.

2. Literature reappraisal on the theory of decision-making

From Chester Barnard ( in aˆzThe Functions of the Executive ” published in 1938 ) the construct of determination is associated with the impressions of freedom and pick in a opposite position of the F.W. Taylor ‘s deterministic rules within the scientific direction.

In the plants published after the 60s to 70s, the decision-making is associated with delimited reason. Contrary to old attacks, demoing that organisations seek every clip, optimum solutions, J.G. March and H.A. Simon shows that, in fact, organisations involved in happening satisfactory solutions, non needfully optimum.

Decision-making attacks in footings of delimited reason, severally rational procedure, were followed by the theoretical account of refuse can initiated by M.D. Cohen ( used in the conditions of a non really strong strategic direction ) .

A 3rd theoretical account outlined in the specialised literature is the incremental theoretical account ( developed from the research of Charles Lindblom ) who argues that directors are concerned to cut down the job to be solved at a tolerable degree. The decision-making procedures, in this instance, aimed at accomplishing a alleviative aim for work outing a job more on short term so on long term.

Another manner to near the decision-making, rather good known in the literature, was developed by A. Etzioni. It has long been perceived as a 3rd attack, opposed to the rational theoretical account and to the Incrementalism. In 1989, A. Etzioni believed that, following old ages, the decision-making would be more an art and progressively less a scientific discipline ( Etzioni, 1989, p. 120 ) .

The theoretical account proposed by him, the assorted scanning theoretical account involves several degrees of determination, severally a higher degree embracing cardinal determinations ( sing the mission and the scheme of the organisation, its policies ) and a lower degree, aimed at following incremental determinations that contribute / prepare the constitution of the first 1s. Namely, more the issues are composites and the pick involved is strategic, more the rational attack is appropriate ; but more the issues are concrete, practical and operational, more the incremental attack seems to be appropriate ( Miroiu, 2008 ) .

More late, it was developed a new theoretical account of decision-making attack: the realistic 1. The theoretical account has its beginnings in the work of G. Klein, J. OrA?AYanu, R. Calderwood and C. Zsambok, published in 1989, and assumes that any determination is taken in a certain context, and its analysis and apprehension can non be done if this specific context is ignored.

The conditions that may be applied to this theoretical account are: altering environment, truncated and equivocal information, switching and viing ends, unclear and ill-structured ends and undertakings, clip force per unit area, experient determination shapers. In add-on to these general conditions, we can besides talk about specific characteristics of the theoretical account ( Simpson, 2001, p. 4 ) : it is suited for a continual series of determinations, instead than a individual, one-off determination ; first option chosen is normally sensible and feasible, instead than semi-random coevals and selective keeping of many options ; satisfactory options and results instead than optimum 1s ; rating through mental simulation, instead than maths, statistics or comparing analysis ; concentrate on state of affairs appraisal, instead than determination events ( such as option ranking ) ; determination shaper is primed and committed to move, instead than waiting for a complete analysis.

Besides, in recent old ages, were developed non-rational attacks of the decision-making procedure, based on the determination shapers ‘ intuition and creativeness.

As a consequence of these really different attacks, there is a big spectrum of definitions for determination. The most often, the decision-making is defined as a procedure of taking between two or more options. Somewhat in another registry, the decision-making is frequently defined as an act of information processing: “ the transmutation of cognition and information into managerial actions ” ( attack found in the plants of writers such as J.R. Galbraith, J.G. March, K.E. Weick ) ( van Riel et al. , op. cit ) . A 3rd tendency is that of the writers who define the decision-making as related the allotment of resources.

During the recent old ages, several writers have shown that the decision-making is a much more complex procedure than it emerges from old definitions. Therefore, H. Mintzberg and J.A. Waters ( 1990, p. 16 ) show that the determination is non ever preceded by an purpose to move. Besides, really frequently the purpose that precedes the action is obscure and confuse. In these fortunes, the traditional resonance between purpose and action is disturbed, and it can non be understood and explained any more. The two writers raise the undermentioned inquiry: Is there ever a precise minute, identifiable of the determination? I answer to this inquiry that, often in big organisations, particularly when a group determination, there may be jobs in placing the exact point where the determination is taken.

Many times the determination can be communicated subsequently so its existent acceptance in the authorised determination shaper ‘s subconscious. In their sentiment, is more of course to analyze “ watercourses of actions, and so travel back and look into the function of determination, if any, in finding these actions ” . Although H. Mintzberg and J.A. Waters favor the action over the determination, they do non give up the thought that the determination should be a stipulation for the action. Action should be preceded, nevertheless, harmonizing to the two writers, by an purpose to move, non needfully a concluding determination.

D.R. Hickson, R.J. Butler, D. Cray and D.C. Wilson ( Butler, 1990, p. 11 ) in the alleged surveies at Bradford, have extensively studied the subject of specifying empirical analysis of 150 determinations. A first determination was that the nexus between determination and action is debatable. If one accepts that a determination is an knowing act, it must be borne in head that some purposes are translated more or less precise in action. In other words, the manner of execution becomes a variable of decisional procedure, whose importance deserves a particular attending.

A 2nd determination of the writers is that the venue of decision-making can be diffused. J.D. Thomson ( Butler, 1990 ) considers that for really few determinations in an organisation can be accurately identified the responsible individual. Such a precise limit is possible merely under conditions of low complexness. When the grade of complexness, uncertainness or ambiguity of a decision-making state of affairs is increased, the determination is shared by many specializers, among several subdivisions of an organisation.

A 3rd determination refers to the action without a determination. In biological beings there is the alleged automatic action. In societal organisations, to depict a comparatively similar procedure, it is used the construct of programmed determinations.

A 4th determination is that the action in the organisation can happen without consensus. In this context it is non necessary that all members agree on a class of action for it to be done, but it merely necessitate a alleged “ sufficient consensus ” .

Fifthly, a figure of exogenic events can trip determinations. For illustration, desires, involvements of a category of spouses capable of a certain force per unit area on an organisation ( provider in a monopoly state of affairs, really of import clients ) can do important determinations within it. Last but non least, the determination is adopted in a peculiar context and may act upon the context for future determinations.

3. Chief elements of the decision-making procedure

In specialised literature there are several attacks sing the constituents of the decision-making procedure. N. Rajagopalan, A.M. Rasheed and D.K. Datta ( quoted by St. simons and Thomson, 1998 ) , by supervising the literature published during 1981-1992, have identified three classs of factors that can act upon decision-making procedure features: environmental factors, organisational factors and specific factors for the determination. R.H. Thomson and W.B. Simons consider that these three factors can add the managerial characteristics and single values of the determination shaper.

The tendency in the survey of environmental factors outside the organisation is the focal point on national civilization, national economic conditions and specific conditions for the activity sector. The surveies on organisational factors focus on the organisational construction, the organisational civilization, the construction of the decision-making procedure and the employee engagement. Specific decisional factors refer to clip, hazard, complexness and political issues ( issues originating from convergences/divergences between the involvements of stakeholders ) .

H.A. Handley and N.J. Heacox ( 2004 ) constructed a determination theoretical account with four constituents: organisation, procedure, civilization and decision-maker. Organizational constituent is the agreement ( place ) , the hierarchy of people in the organisation. The decision-maker assumes functions in work procedures depending on its location in this construction, location that besides determines the decision-making state of affairss for which he is responsible. Decision-maker ‘s parametric quantities that affect the decision-making procedure are: the set of personal values, specific preparation and experience in decision-making procedure. Processual constituent is represented by the series of stairss or nodes ( cardinal points ) required for the proper executing of a work procedure. Cultural constituent can be described by the values shared by most members of an organisation.

4. Structure and analysis of decision-making procedures

The most widely recognized representation of the decisional activities is that of a consecutive procedure in several stages and was proposed by H. Simon. The beginning of this thought is slightly old, severally J. Dewey, in his work aˆzHow We Think: A Restatement of the Relation of Reflective Thinking to the Educative Procedure ” published in 1910, was the 1 who presented the determination doing procedure as sequence of phases which converge towards a solution. The initial theoretical account consisted of three chief stages, viz. : intelligence assemblage, design and pick.

In 1977, H.A. Simon came back to this construction, discoursing about four stages: intelligence – focal points on the decisional job preparation and consist in the aggregation of informations on the led system position and the developments occurred or predicted to pass in his environment, ever taking into history the aims pursued by the decider ; design – which seeks to understand the job of decision-making, coevals of some possible ways of action, called options, the rating of the feasibleness and their effects ; pick – purposes to choose one of the options to travel to action ; reappraisal of the obtained consequences after the effectual execution of the determination.

Subsequently the theoretical account was completed and many writers use and vary this attack. Among these writers may be mentioned H. Mintzberg, D. Raisinghani and A. Theoret, who in aˆzThe construction of unstructured Decision Processes ” published in 1976 suggested, on the base of an empirical survey, a form mostly consistent with that of H.A. Simon.

This theoretical account ( figure no. 1 ) contains a sum of seven modus operandis, which are stairss in the decision-making, viz. : acknowledgment and diagnosing of the job, seeking the necessary information, design of possible options, the options testing, evaluation/choice, the mandate ( including individuals responsible for implementing the determination ) .

Beginning: Mintzberg et al. , 1976

Figure no.1 A general theoretical account of the strategic determination procedure

Furthermore, the running of consecutive decision-making procedure in which can look a series of aˆzdisturbances ” . Thus, E. Witte ( quoted by Hansson, 2005 ) considers that: “ human existences can non garner information without in some manner at the same time developing options. They can non avoid measuring these options instantly, and in making this they are forced to a determination. This is a bundle of operations and the sequence of these bundles over clip constitutes the entire decision-making procedure. ”

J. Corner, J. Buchanan and M. Henig conducted another argument about the order of two stages present in the quasi-totality of decision-making theoretical accounts, viz. the constitution of standards and the hunt for options. Sum uping the literature in this sphere, the three writers have identified two possibilities: the options are sought taking into history certain predetermined standards or, conversely, by analyzing possible classs of action are identified specific values and restrictions that must be taken into history in the choice of a class of action in fact decisional standards. In our sentiment, it can non be done a universally valid reply.

We believe that, in the instance of some planned, everyday determinations, the constitution of the standards should predate the constitution of options, while in the instance of the determination which were non planed, the state of affairs should be inversed. The mentioned writers besides talk about another 3rd possible study between the two phases, viz. a dynamic and an synergistic 1.

Therefore, get downing from certain predetermined standards are identified some decisional options, through the survey of which new decisional standards are added, or, in the other state of affairs, foremost are identified the possible options through analyze of which there are selected the decisional standards, which taking into history lead to auxiliary options. This is a possible instance of change by reversaling the order of certain phases. But there are phases whose order can non be changed. For illustration, in any instance, the job preparation should non be after the preparation of options.

In the last attacks, it is considered more frequently, that decision-making should be regarded as a nonlinear procedure, recursively. Many determinations are made by perennial pendulum between aims, options and standards. This iterative behaviour of the determination shaper, with recovery and alterations can be more clearly understood when it is used a systemic representation for determination. This is, on a regular basis, specific to the research workers who define the managerial determination by associating it with the processing of the information. The inputs and end products of such a system are chiefly informational flows ( plus a figure of peculiar factors in the decision-maker – the values, beliefs, experience, etc. , or organisational degree ) , while the aˆzblack box ” of this system includes cognitive procedures and societal interactions due to the decision-making.

Another attack of the decision-making mechanism, similar to the theoretical account system for decision-making, was initiated by C.W. Holsaple ( 1995 ) . It proposes a theoretical account of decision-making based on cognition. The Holsaple theoretical account represents the decisional unit as consisting of a depot of cognition and a set of cognitive accomplishments, which can modify and work this cognition. Holsaple considers that: “ Regardless of determination context, type, shaper, or scheme, there are certain common cognition managing activities in which determination shapers engage. These include construing observations, absorbing cognition to change the stock list, acknowledging determination demands, raising extra cognition from external beginnings, presenting jobs to itself, work outing jobs with available cognition, hive awaying problem-solving and decision-making consequences, and boxing the cognition about what to make. ”

Finally we make some mentions on how to decision-making under conditions of pandemonium and complexness that can non be understood in position of one-dimensionality subdued modern-day logic and incontestable presence in any determination devising procedure, the pick between assorted options, but it requires a new attack.

In general, in mundane address, words such as aˆzchaotic ” , aˆzcomplicated ” and aˆzcomplex ” are used interchangeably. In the specialised literature, nevertheless, there are a series of differentiations. In a really general manner, the helter-skelter province of conditions refers to a province of general and peculiar elements whose co-ordinates can non be understood ; the complicated province of the conditions refer to province the inside informations of which co-ordinates can non be understood, but can be understood the peculiar points, parts and subsystems ; the complex province of the conditions refers to a province where single points can non be understood, but the whole is consistent, comprehendible ( Lissack, op. cit ) .

Specific for the complex dynamic systems, the impact on decision-making procedures within them is emerging. J. Goldenstein believes that the outgrowth involves “ the arising of novel and coherent constructions, forms and belongingss during the procedure of self-organisation in complex systems. ” ( Corning, op. cit. ) . The outgrowth can non be imposed. It merely happens as a consequence of complex interactions of energy gained.

Beginning: McKenna, Smith, 2005

Figure no. 2 A theoretical account of the helter-skelter dynamic rhythm of the determination devising procedure.

In these fortunes, in the specialised literature, was developed the construct of emergent determination, particular for the helter-skelter, complex contexts, face-to-face to the determination in the classical attack. Decision based on the pick the aˆzadopted ” determination, suppose atomization, division. The decision-maker must get the necessary information for the boundary line of the three components of the decisional state of affairs: aims, decisional options and decisional standards. After these components are analyzed through a procedure, it tries their optimal articulation. By contrast, emerging determination does non connote atomization. It depends chiefly on the ability of the determination conceiver ( the individual or the group of individuals that trigger the outgrowth of a determination ) to utilize his experiences.

Without experience aˆzin vivo ” determination can non happen. Emerging determination has no relation with the yesteryear or with the hereafter. In this instance, the determination appears in the present minute – in line with experience, with crossing over, experience of the decisional state of affairs. For this ground, the watchfulness, the changeless province of qui vive is a critical factor for emergent determination ( Corning, op. cit. ) . This sort of determination is non based on the analysis, there is non an emanation of logical thought, it is a originative act. In managerial determinations, like in all human determinations, external facets of the state of affairs ( such as standards, aims, options, processs ) become lower interior purposes of individuals/groups who really initiates the act of outgrowth.

Understanding the theory of pandemonium and complexness can enrich the apprehension of the decisional context. Some writers have even proposed a decision-making theoretical account that lends itself to such environmental conditions ( McKenna, Smith, 2005 ) ( figure no. 2 ) . The argument ( communicating, conversation ) as the chief symbol of ties between people play a cardinal function in the theoretical account. Decision-making procedure is seen both as an look of the rhythm action-discovery-choice ( presented by R.D. Stacey in the paper aˆzStrategic Management and Organizational Dynamics ” in 1993 ) and the rhythm craft-art-science ( Mintzberg, Westley, 2001 ) .

The classical decision-making procedure involves a rational decision-maker who uses procedures, analytical and indifferent and who include moral and ethical criterions in decision-making procedure. From this position, the decision-making procedure seems easy. But, existent universe involve non-linear and unpredictable procedures, as we have characterized the conditions of pandemonium and complexness. The factors related to personality, motive, decision-maker ‘s position, personal resources, such as clip and attending are passed and complicates the decision-making procedure. This is non a simple cause and consequence relationship but is a map of the composite, single and group behaviour, and many other factors.

5. Decision-making In SMEs

For the beginning, associating to the theoretical elements presented in the first portion of the article, we wonder to what extent the enterprisers are rational in the decision-making procedures they develop. Busenitz and Barney ( 1997 ) see that the enterprisers do non hold clip to travel through a thorough, rational decision-making procedure. The same writers note that the usage of some heuristic solutions can represent an advantage for the houses that are in the start-up old ages.

Thomson ( 1967 ) suggests that under the conditions of an environment with a high grade of uncertainness ( how the external environment is by and large felt by the SMEs ) , the directors act inspirationally, pretermiting any process or regulation which was used antecedently. Relatively on the same co-ordinates, Van Gelderen et Al. ( 2001 ) notices that a complex environment determines a behaviour, planned actions, while a altering environment leads to timeserving solutions ( with a lower grade of reason ) . Brouthers et Al. ( 1998 ) shows that big companies ( in footings of gross revenues volume and employees ) are significantly more rational than the little 1s. Besides, in their surveies, it is shown that little endeavors gravitate around an mean ratio of the reason, an equilibrated point of position to which we subscribe.

Hereinafter we shall concentrate our attending on the elements of a decision-making procedure. As we already specified, the literature refering the organisational determination identifies three constituents of the decision-making procedure: the environment, the decision-maker ( most often in the instance of SMEs the owner-manager ) and the strategic determination procedure itself. These three elements are in lasting interaction ( figure no. 3 ) .

Venture creative activity


Rationality, emotion or intuition


Strategic determination procedure
Beginning: Vermeulen, Curseu, 2008

Figure no. 3 A model for entrepreneurial decision-making

Get downing from this model, a first research way concentrates on the enterpriser, severally on his positioning versus the direction processes inside the endeavor he founded. In most of the plants refering the SMEs, the enterpriser is the cardinal component of the direction processes, a decisional quasifactotum. The direction type of the SMEs is considered as being, as a regulation, a really centralised one, sometimes concentrated entirely in the manus of merely one individual, the owner-administrator. Torres ( 1999 ) uses to this consequence the term “ egofirm ” to specify the little concern.

Marchesnay ( 2002 ) specifies that “ in big companies can be said that the decision-making is substantiated on processs and interindividual and corporate dealingss. His reason is, as H. Simon would state, A«proceduralA» . In antithesis, in the little organisations, the decision-making is done by merely one person, although this is surrounded by counsellors. Consequently, it is a mental procedure and we must speak about the delimited reason, harmonizing to H. Simon ‘s nomenclature.

A 2nd way really of import in the literature refering the entrepreneurial determinations starts from the premiss that enterprisers are different from the directors, including ( and particularly ) about the premise of the determination ( for illustration Papadakis et. al. , 1998 ; Brouthers, 1998 ; Beattie, 1999 ; Gilmore and Carson, 2000 ) .

Grieco ( 2007 ) considers that directors are associated with everyday determinations, the enterprisers with non-routine determinations. Busenitz and Barney ( 1997 ) province that enterprisers are more inclined towards a heuristic mode decision-making than the directors of big companies. Casson ( 1991 ) emphasizes the particular of the decision-making procedure of an enterpriser and delimits his decisional action field and his rational capacities therefore: “ an enterpriser is a individual specialized in doing ( intuitively ) the determinations ( contemplations ) relative to rare resources ” .

Sarasvathy ( 2001b ) considers that “ enterprisers are entrepreneurial, as differentiated from managerial or strategic, because they think effectually ” . Sarasvathy ( 2001a ) identified two concluding theoretical accounts that the person can use when he adopts the concern determinations: causing and implementation.

The term “ effective ” is counterbalanced with that of “ causal ” . The causal concluding starts from a pre-established intent and seeks the designation of the optimum alternate – for making the given end. A more interesting fluctuation of causal concluding represents the creative activity of extra options for making the established end. This signifier of causal logical thinking is frequently used in strategic thought.

The effective logical thinking does non get down with a pre-established end. It starts from a set of beliefs and premises, through a quota outgrowth, in clip, from the imaginativeness and aspirations of those who take portion into the decision-making procedure supporting the ends.

The successful enterprisers evidently use both theoretical accounts. It is obvious that they prefer the effective logical thinking to the causal one. While the insouciant logical thinking can presume or non creativeness, the effective logical thinking is, in its kernel, originative. Both the causal logical thinking and the effective one assume a readying and certain abilities, the effective one to boot urges imaginativeness, spontaneousness, hazard premise.

A 3rd of import current in nearing the determinations in the little and average endeavor is built on the comparing between an enterpriser and a non-entrepreneur, in footings of cultural differences or in footings of the personal and professional features.

The enterprisers are assumed to hold specific features that are distinguishable from those of the non-entrepreneurs that may act upon the decisional procedure ( Brouthers, 1998 ; Mador, 2000 ) . One of the chief features is the manner of comprehending the hazards ; they have the inclination of generalising really easy the experiences and of believing that they will win.

The decision-making manner besides differs among different classs of enterprisers ( Gustafsson, 2006 ) . The novitiate entrepreneurs follow a more analytical, more systematical manner of treating the information ( Ucbasaran et. al. , 2008 ) and, implicitely, presume a more strictly validated determination. Accustomed enterprisers, who have a really big experience, entreaty more often to heuristic polish of information. When conditions imply a determination in a complex, unknown state of affairs, the decision-makers try to construction the initial informations in proportion to old experiences or cognition.

Therefore, the new fortunes are adjusted to the old decisional state of affairss and the same techniques used antecedently are applied. Such an attack, although faster, can be instead hazardous under the conditions of the modern-day concern environment when the features of the market alteration quickly and necessitate a direction of alteration. The inclination of over-generalization get downing from a few elements of the decisional state of affairs ( Busenitz and Barney, 1997 ) can take to a loss of ability of being proactive.

There are besides of import differences between the first coevals of enterprisers and the undermentioned 1s. Dyer ( 1986, 1988 ) ( quoted by Alderson, 2009 ) shows that the decision-making in first coevals houses is more centralised than the undermentioned 1s, these go throughing ulterior to a more professional direction manner ( unluckily we can non raise consciousness, understand or analyze really strictly these hypotheses in Romania because in the Rumanian enterprises the first coevals of enterprisers is still in the direction place, in a few of them being realized the full transportation of direction to the following coevals ) .

Alderson ( 2009 ) shows that although they sensibly differ from the first coevals, the following coevalss of enterprisers ( we talk particularly about the household enterprises ) orientate after the value of the endeavor ( ruled by the laminitis ) , which they use as a decisional instrument, when they confront with a hard determination in which they have really few information.

The biggest portion of the elements presented antecedently is synthesized in table no. 1. Within this, a synoptic sing the specific elements of determination devising by an experient enterpriser, a novice one and a corporate director is presented.

Table no. 1

Corporate director
Make determinations explicitly around constructing a long term concern



Master of education

Incorporate anterior experience in decision-making




Expand decision-making beyond the boundaries set by the scenario



Master of education

Incorporate market research into decision-making




Worry about money – either financess available or the cost of put to deathing the proposed solution




Focus on what “ I can sell ” versus what “ they can sell ” ( personally selling versus engaging person )




Define concerted partnership relationships



Master of education

Use of “ Effective ” ( seeking to command or determine the result without the application of prognostic information ) attack



Master of education

Use of “ Analytic ” ( utilizing prognostic information to inform determination devising ) attack


Master of education


Beginning: [ 56 ]

In the decision-making procedures in which the enterprisers are involved, they confront with a series of restraints, which can contract their scope of picks. These restraints are connected to the limited resources ( particularly the fiscal 1s ) and those that come from the exterior environment ( in footings of establishments, ordinances, market chances, geographical location etc. ) .

The context of doing the strategic determination in the SMEs distinguishes from that of the big companies out of assorted considerations: the enterprisers do non hold entree to solid information like the directors of big companies ; they are confronted with a more hostile external environment ( events considered insignificant for a big company can go of import for an SME ) . On the other manus, confronted with insistent determinations, the big companies frequently develop modus operandis, which simplify in clip the directors ‘ activity.

The enterprisers do non develop such modus operandis. In the SMEs, the determinations are assumed in the order in which they appear in a reactive manner, with powerful restraints refering the resources ( stuff, fiscal, human ) ( Varraut, 1999 ) . The simple and functional construction makes the owner-manager to utilize his clip for current and tactical determinations. The clip spent inside the endeavor curtails the enterpriser of a scanning of the external environment. Consequently, in the context of a really dynamic and really complex external environment, the reason of the strategic decisional procedures is really weak.

In another program, the external environment exercises a powerful influence on the organisational decision-making procedures ( including on those within the little and average endeavors ) through the national civilization. This can be defined as: “ a common frame of mention or logic by which members of a society position organisations, the environment, and their dealingss to one another ” ( Geletkanycz, 1997 ) or “ the traditions, the attitudes and certainties, the behavioural regulations, the values that characterize a certain state ” ( Ionescu, Toma, 2001, p. 193 ) . In the sentiment of some writers ( S. P. Robins, quoted by HuA?u, 2003, p. 88 ) , the national civilization has “ a greater impact on the employees than the organisational civilization, it forms the cultural context for the organisational civilization ” .

The most known analysis system of the national civilization was proposed by Hofstede ( 1980 ) and uses four dimensions: uncertainness turning away, individuality, maleness, and power distance.

Get worsing into the decision-making procedures, of a really general mode, in the organisations placed in civilizations evaluation high on power distance, the centralisation of the determination is remarked, while in the organisations placed in civilizations hiting low on the power distance, a decentalisation of the determination is realized, in the of import determination processes being co-opted all the classs of stakeholders. But this can decelerate down a batch the determination procedure. On the same line, in the organisations from the leftist civilizations, in the decision-making, particularly of the of import 1s, with major deductions at the organisation degree, the consensus is looked for ( sometimes this is imposed through force per unit area ) . In the organisations from the individualistic civilizations, the confrontation of thoughts is specific and really often it arrives to voting for the choice of the best option.

Concentrating on the determination processes in the SMEs, the national civilization can act upon the get downing a concern decision-making, the hazard assumption/disclaim, the standards for choice decisional options, the employees ‘ type of engagement, the connection in entrepreneurial squads.

Under these hard conditions ( high uncertainness, deficient fiscal, human, information resources, rapid environment alterations ) , successful enterprisers make determinations on the footing of a accomplishment called aˆ?practical intelligenceaˆ? . The construct was theorized by Professor Robert J. Sternberg ( 2004 ) from Yale University, as follows:

aˆ?Practical intelligence is what most people call common sense. It is the ability to accommodate to, form and select mundane environments. Intelligence as conventionally defined may be utile in mundane life, but practical intelligence is indispensable. Without some step of it, one can non last in a cultural surroundings or even in the natural environment. In our work, we have studied many facets of practical intelligence, although we have concentrated on one peculiarly of import facet of it, tacit cognition, viz. the procedural cognition one learns in mundane life that normally is non taught and frequently is non even verbalized.aˆ?

Practical intelligence allows doing more speedy determinations on issues and chances faced by an enterpriser. Besides, through practical intelligence determinations apparently intuitive, non-rational can be decently understood and explained ( Baum, 2005 ) .

Hereinafter we will seek to place a distinction of the decision-making procedure within an SME. In the forte literature we identified such a theoretical account to Gibcus and van Hoesel ( 2004 ) . The theoretical account assumes three phases and two minutes ( figure no. 4 ) .

Phase 1:
Generating the thought

-accidental thoughts

-ideas to work out a job

-alternative thoughts

-one thought dominates

Phase 2:
Amplification of the thought

-consulting other individuals

-alternatives to lucubrate

-estimating the hazards

-solving jobs

Phase 3:
Execution of the


-no-way back

-changes in execution

-idea is still good

-degree of satisfaction

Moment 1:
Gun trigger and

informal determination

Moment 2:
Formal determination

no-go determination

no-go determination

Beginning: Gibcus, new wave Hoesel ( 2004 ) .

Figure no. 4 A. theoretical account of the decision-making procedure by SMEs

The callout of the theoretical account can assist us understand many of the mechanisms of the decisional procedure that is specific for the SMEs.

The first phase – bring forthing the thought – does non affect an light minute. Alternatively we can speak about an incubation procedure. In most of the instances, show the two writers, when they make a determination, the enterprisers do non believe about alternate solutions. The first thought, sometimes with minor accommodations, develops into a determination. This is an indicant of the predomination of emotional elements. Even if there is non a force per unit area in the decision-making, the enterprisers do non develop alternate solutions.

Before traveling to the following phase, a mediate measure is needed – trigger and informal determination. The trigger is a stimulation that determines the enterpriser to polish the thought. Depending on the strength of the thought and the incubation period, the releaser must be more powerful or weaker, direct or indirect. The informal determination is non written, it manifests as an purpose in the enterpriser ‘s head, a verbal understanding between the associates.

After doing the informal determination, it is gone to the amplification of the thought. Within this phase the options are inventoried ( the original thought remains unaffected, the options being lone antennas, shadings around this basic thought ) and analyzed ( about entirely in economical footings – of costs and benefits ) ; the 3rd parties are consulted – bankers, advisers, employees ( their function still remains important ) ; the hazards and possible obstructions are identified ( most of the times this activity is superficial ; still when a comparatively right dimensioning is done, there can interfere an over-appreciation of the personal capacities, of the endeavor itself to dominate these jobs ) .

After this phase another important minute intervenes in the decision-making procedure – the formal determination ( unluckily, in the little and average Rumanian endeavors, the informal dominates this minute, excessively, really seldom it can be talked about a written, institutionalised determination ; sometimes the formality is realized indirectly, by reasoning a sale contract, a contract of service ; for the most portion, and we do non speak about a state of affairs specifically Rumanian, the formal determination differs really small from the informal determination ) .

The 3rd phase assumes the execution of the determination. The chief jobs with which the endeavor confronts in this phase are fiscal. The troubles they encounter do non deter the enterprisers, do non find them to revise their determination. The surcease of the execution is done really seldom, although sometimes it might be justified, necessary ( most of the times the chief burden in this intercession is the enterpriser ‘s hubris ) .

From our point of position there are assorted hindrances that make the antecedently presented theoretical account able to be used in the apprehension of the decision-making procedures within a little and average endeavor ( although its valencies are incontestable, prevailing ) : the theoretical account was conceived for the strategic determinations ; the elements connected to the personal values, the influences exercised by the household, the enterpriser ‘s experience are ignored ; it does non foreground really clearly the influence of some restraints connected to the fiscal resources or the clip factor.

Another theoretical account is presented by Alderson ( 2009 ) and regards the determination devising within a household concern, administrated by the 2nd coevals of enterprisers ( figure no. 5 ) . It is noticeable that the theoretical account does non come with a new construction of the decision-making procedure, with a new series of phases, but it instead brings up the judicial admissions that intervened during the decision-making procedure.

Approached complementary to the old theoretical account, Alderson ‘s theoretical account can ease the apprehension of the decision-making procedures of a little and average endeavor.

Judged separately, in our sentiment, the theoretical account exacerbates the enterprisers ‘ preoccupation for information, certification. The theoretical account nowadayss, nevertheless, in our sentiment, an advantage to the theoretical account antecedently presented, doing differentiation between the programmed and non-programmed.

Relatively in the same lines, we believe that we should do a differentiation between the decision-making constellation manner harmonizing to the job on which it is centered ( Ionescu et al. , 1999, p. 28 ) : crisis ( serious trouble necessitating an immediate action ) , non-crisis ( job necessitating work outing the job but which has non at the same time the importance and/or aˆ?emergency characteristicsaˆ? or immediate force per unit area of a crisis ) , chance ( a state of affairs which offers a strong deal potency if appropriate actions are taken ) .

Family Priorities and Values
Umbrella of Respect
Business Issue
Programmed Decisions
Low perceived hazard

Not financially dearly-won

Does non impact household & A ; employees

Action/ Schemes
Engage in hunt for


Consult with cardinal advisers

Lack of experience

High perceived hazard

Financially expensive

Limited resources

Family engagement


Experience with issue?

Is information available?






Do non do determination until

forced by necessity

Expand information

hunt to a big societal web


velocity is


Is there the luxury of



with others

Search for



velocity is


When cognition is sufficient, determination is made

Beginning: Alderson, 2009

Figure no. 5. A theoretical account of second-generation household concern decision-making

The current period, at planetary degree ( but more visibly in Romania ) , is characterized as an epoch of information and cognition, reflected by displacements in the manner of attack and concern disposal. Make these displacements besides affect the direction of little and average endeavors, viz. , the manner the enterpriser makes determinations? Although scholarly literature is quasi-unanimous in giving an affirmatory reply to this inquiry, the mentions are non really generous in footings of the practical ways in which knowledge-based society has influence over the direction of SMEs, the acceptance of entrepreneurial determinations.

Under these fortunes, Johannison et Al. ( 1999 ) introduced the term of rational entrepreneurship in the scholarly literature. This construct must be understood as ( Kwiatowski, Sharif, 2005 ) : “ concern embarking undertaken by A«intellectualsA» , and/or rational characteristics of any successful venturing undertaken within cognition dense environment ” .

The rational enterpriser ( pulling on different constituencies, uniting information showing and soaking up capacities, etc. ) besides achieves an attack of decision-making procedures different from the traditional 1 ( Filinov, 2003 ) . This is due, foremost, to the different character ( compared to those in traditional economic system ) of the issues encountered ( Table no. 2 ) .

Table no. 2 Nature of Business Problems in Traditional V Intellectual


Main Features of
Business Problems
Traditional Entrepreneurship
Intellectual Entrepreneurship
Type of Management


Type of Problems
Typical, Repeating


Main Motivator
Net income

Realization of Creative Ambitions

Type of Choice
Based on Criteria and Expert Estimates


Structure of the Problem
Good, Known Before

Ill, Unknown, Complicated

Beginning: Filinov, 2003

Based on specific elements of rational entrepreneurship, Filinov ( 2003 ) besides establishes several characteristics for structuring ( on phases ) the decision-making procedures ( Table 3 ) .

Table no. 3

Phase of determination devising procedure
Intellectual Entrepreneurship Feature as Enabler
Broad and diversified cognition base

High ability to abstract conceptualisation, combination of information-screening and soaking up capacities

Ability to happen alternate images of a certain phenomenon

Intellectual is fascinated with problem-solving

Integration of professional and private life

High creativeness potency

High ability to place action Fieldss which are “ enactable ” . Interest in happening constructs as contrast with pure rational

Entrepreneurial capablenesss provide for resolute actions

Unattached behaviour

Critical head

High ability to abstract conceptualisation, creative activity of a theory-in-use

Beginning: Filinov, 2003

The differences in the attack of decision-making procedures within rational entrepreneurship, compared to the traditional entrepreneurship, should besides be acknowledged in the Rumanian academic environment. The plans of survey ( subjects within them ) that have entrepreneurship as particular should spur the formation of an rational decider, prepared for the knowledge-based society.

5. Decisions

The decision-making procedure within the SME has many specificity elements ( through mention to a big companies ) and must profit by a distinguishable, dissociate attack.

The apprehension of the development of decision-making procedures can assist to explicate some solid, pertinent accounts and anticipations sing the entrepreneurial phenomenon.

The elements presented in the present stuff can merely be constituted in a really general model, the influence of the contextual elements finding a battalion of possible decisional state of affairss that are difficult to synthesise, systematise and show.

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