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Full-Text Articles in Business
Attribute-Based Differentiation Of Alternatives, Jeffrey Keisler
Attribute-Based Differentiation Of Alternatives, Jeffrey Keisler
Management Science and Information Systems Faculty Publication Series
An intermediate step is introduced to the decision dialogue process for decision analysis. Alternatives are refined after they have been generated within a strategy table but before they are subject to more detailed evaluation. Two or more judges create a subjective mapping from alternatives to attributes that will later be mapped to criteria. In strategy tables, each of the alternative strategies consists of a coherent set of choices made across several decisions that are to be coordinated. These strategic alternatives are modified so as to increase their differentiation in the attribute space, rather than in the decision space alone. When …
The Balanced Scorecard At Philips Electronics, Andra Gumbus, Bridget M. Lyons
The Balanced Scorecard At Philips Electronics, Andra Gumbus, Bridget M. Lyons
WCBT Faculty Publications
The drive to implement the balanced scorecard at Philips Electronics came from the top down - as a directive from the Board of Management in Europe to all Philips divisions and companies worldwide. The directive went to each of the companies and their quality departments, with the effort in the medical division headed by the Quality Steering Committee that reports to the president of Philips Medical Systems. Philips Electronics has used the balanced scorecard to align company vision, focus employees on how they fit into the big picture, and educate them on what drives the business. An essential aid to …
Attribute-Based Differentiation Of Alternatives, Jeffrey Keisler
Attribute-Based Differentiation Of Alternatives, Jeffrey Keisler
Jeffrey Keisler
An intermediate step is introduced to the decision dialogue process for decision analysis. Alternatives are refined after they have been generated within a strategy table but before they are subject to more detailed evaluation. Two or more judges create a subjective mapping from alternatives to attributes that will later be mapped to criteria. In strategy tables, each of the alternative strategies consists of a coherent set of choices made across several decisions that are to be coordinated. These strategic alternatives are modified so as to increase their differentiation in the attribute space, rather than in the decision space alone. When …