Betting patterns give away more than most players realize in poker. You can identify weaknesses and adjust your strategy to exploit them by watching how often and when a player bets. Let’s break down how to use betting frequencies and related stats to spot those leaks and respond effectively.
Patterns often reveal themselves in what players bet and when they bet. A quick check or bet can suggest automatic thinking or a memorized range. Long pauses before predictable actions, like folding or calling a standard raise, may suggest discomfort or indecision.
Tracking how often players pause before acting or speed through streets makes it easier to spot inconsistent decisions. This timing data, along with stats like VPIP and PFR, can support a strategy aimed at exploiting poker betting patterns without relying solely on raw bet sizing or position.
Key Stats That Signal Leaks
Basics stats like VPIP, PFR, and aggression clearly show how a player behaves over a large sample.
Voluntarily Put Money in Pot shows how wide a player’s starting range is. 20% is considered standard in 6-max games. Numbers much higher often mean loose play.
Preflop Raise reveals how often they’re taking control. Around 17% is usual in 6-max. A big gap between VPIP and PFR suggests a passive style.
Aggression Factor helps measure how often they bet or raise vs. call. A balanced number sits around 3. Anything lower may point to missed value bets or calling too often.
A player with a VPIP of 30% and a PFR of 10% is likely limping and calling too much. These passive patterns can be attacked with aggressive play.
Betting and Bluffing Formula
The way players bet says a lot about their strategy. Bluffing frequency, value betting, and fold reactions all stem from bet sizing and decisions over time.
Using pot odds helps break this down. A player betting $37.50 into a $75 pot offers you 2-to-1 odds. You must win the pot more than 33% of the time to make a profitable call. This logic helps evaluate whether a bluff or value bet is likelier.
Minimum defense frequency also comes into play. The MDF formula, Pot / (Pot + Bet), tells you how often you must call to avoid exploitation. If the pot is $75 and the bet is $37.50, the MDF is 67%. An opponent folding more than 67% in this spot is folding too much.
HUDs and Exploiting Infrequent Bets
HUD tracking can help uncover less obvious issues. Look at 3Bet percentages. Normal is around 7% for 6-max, and Fold to 3Bet is often 65%. A player folding more than expected can be exploited with light 3Bets.
The Fold to Steal percentage also matters. They’re too passive if they fold their blinds 80% of the time but only attempt to steal 20%. This opens up blind stealing opportunities and reduces your need to defend your own blinds aggressively against them.
Behavioral Adjustments Based on Stats
Exploit weaknesses once they are clear. Start c-betting more for players that fold too often to continuation bets. This works especially well on dry flops where hands miss frequently. Tighten your value range and size your bets to get paid against players who call too often.
Be aware of aggression factors on turn and river. Don’t expect many bluffs if someone is overly passive post-flop. You can fold marginal hands more often in big river pots.
Bluffing Efficiency and Bet Sizing
Bluff frequency needs to match your bet sizing. A large bluff requires a higher fold rate to be profitable. A small bluff only needs to succeed sometimes. Understanding this lets you plan your barrels better and decide which hands to bluff with.
Value bet thinner and bluff heavier where the stats back it up.
Sample Sizes Matter
Ensure you have the sample size to support it before relying heavily on any stat. A 3Bet% of 15 over 50 hands doesn’t mean much. The numbers matter more when you’ve tracked hundreds or thousands of hands.
Color-coding players in your tracker helps. Assign red to frequent folders, green to loose-passive players and other clear markers. This makes decision-making faster during sessions.
Balanced vs. Exploitative Play
A balanced strategy includes mixing in enough bluffs with value bets to prevent being predictable. Professionals suggest betting 50% of hands in a given line if unsure to maintain balance. However, small stacks and low-level games often earn more money through exploitative tactics.
You can reinforce your strategy with reasoning and not guesses by identifying players who fold too much or call too wide and using the statistics and timing data available. This way, betting frequency becomes a tool to dissect weakness instead of leaving outcomes to luck.
A critical juncture in many industries, particularly those operating 24/7 or with complex processes is the shift handover. This seemingly routine transfer of responsibility from one team or individual to the next holds immense power – it can either reinforce a robust safety culture or introduce vulnerabilities that lead to incidents, errors, or even tragedies. In an increasingly interconnected and data-driven world, the traditional, often informal, shift handover software is no longer sufficient. Building a true culture of safety demands a smarter, more systematic approach, with technology playing a pivotal role in ensuring seamless, accurate, and comprehensive communication.
For decades, shift handovers have often relied on verbal communication, handwritten notes, and personal memory. While these methods can work in simple scenarios, they are inherently prone to significant risks in complex environments:
Information Gaps and Omissions
Verbal handovers are susceptible to critical information being forgotten, misunderstood, or simply not communicated. A hurried exchange can miss crucial details about equipment status, pending tasks, or emerging risks.
Ambiguity and Misinterpretation
Without standardized procedures or clear documentation, verbal instructions can be interpreted differently by the incoming team. This ambiguity can lead to incorrect actions, delays, or a failure to address pressing issues.
Lack of Accountability
When information is not formally documented, it becomes difficult to track who communicated what, and when. This lack of a clear audit trail can hinder investigations into incidents and make it challenging to assign responsibility or identify systemic weaknesses.
Fatigue and Distraction
Both outgoing and incoming shifts may be experiencing fatigue, especially during long shifts or at odd hours. This can impair their ability to effectively communicate or absorb critical information, leading to errors.
Inconsistent Practices
Without a standardized approach, each shift may develop its own informal handover rituals. This inconsistency can breed confusion and create disparities in the level of detail or attention given to critical safety information.
The Imperative of a Culture of Safety
A “culture of safety” is more than just a set of rules; it’s a shared commitment within an organization where safety is a core value, guiding every decision and action. In such a culture, employees feel empowered to speak up about concerns, learn from mistakes, and proactively identify and mitigate risks. Smart shift handover is not merely a procedural improvement; it is a fundamental pillar in establishing and sustaining this culture.
Elements of Smart Shift Handover
Transforming the shift handover from a potential weak link into a strength requires a multi-faceted approach, integrating technology, standardized processes, and a commitment to continuous improvement.
The Competitive Advantage of Safety Culture
Beyond the ethical imperative, building a strong culture of safety through smart shift handover offers tangible competitive advantages:
Reduced Incidents and Accidents: Fewer safety incidents lead to lower costs associated with repairs, downtime, insurance claims, and legal fees.
Enhanced Employee Morale and Retention: Employees feel safer, more valued, and more confident in their roles when clear communication and safety are prioritized.
Regulatory Compliance: Adherence to robust safety protocols often aligns with regulatory requirements, reducing the risk of fines and penalties.
Conclusion
The shift handover, often overlooked, is a linchpin in operational safety. By moving beyond traditional, error-prone methods and embracing smart shift handover strategies, organizations can fundamentally strengthen their culture of safety. This involves leveraging digital platforms for standardization, prioritizing comprehensive yet concise communication, fostering interactive collaboration, investing in thorough training, and committing to continuous improvement through robust feedback loops. The investment in smart shift handover is not just about preventing incidents; it’s about building a more resilient, efficient, and ultimately, more successful organization that prioritizes the well-being of its people and the integrity of its operations.
Car rental services play a crucial role in enhancing the travel experience of tourists by providing them with the flexibility and freedom to explore new destinations at their own pace. Whether it’s a short city trip or a long road journey across regions, renting a car offers tourists the convenience of personal transportation without the hassle of owning or maintaining a vehicle. Rent Tesla Dubai is a good car rental service provider.
Wide Range of Vehicles: Tourists can choose from a diverse fleet of vehicles depending on their needs—compact cars for solo travelers, sedans for families, SUVs for rough terrains, or luxury cars for a premium experience.
Flexible Rental Periods: Car rental companies offer various packages ranging from hourly rentals to daily, weekly, or even monthly options. This flexibility allows tourists to rent a car for the exact duration they need.
Airport and Hotel Pickup: Many services provide pickup and drop-off at airports, hotels, or any location specified by the customer, ensuring a seamless start and end to their travel experience.
Self-Drive and Chauffeur Options: Tourists can opt for self-drive services if they prefer privacy and control, or hire a professional driver who is familiar with local routes and attractions, making the journey more comfortable.
GPS and Navigation Support: Modern rental vehicles often come equipped with GPS or can be provided on request. This helps tourists navigate unfamiliar areas with ease and confidence.
Online Booking and Support: Most car rental companies offer online platforms or mobile apps where tourists can book vehicles, make payments, and access 24/7 customer support in case of emergencies or assistance.
Safety and Insurance: Reputable rental agencies ensure their cars are well-maintained and come with insurance coverage, offering peace of mind to tourists in case of accidents or breakdowns.
Benefits for Tourists
Freedom to Explore: Tourists are not bound by public transport schedules or fixed tour itineraries and can explore hidden gems or offbeat locations.
Cost-Effective: For group travel or long-distance trips, renting a car can be more economical than multiple public transport fares.
Comfort and Privacy: Having a personal vehicle ensures comfort, especially during long journeys or in extreme weather conditions.
Custom Travel Experience: Tourists can plan their own routes, stop at places of interest, and travel at their own pace.
Popular Use Cases
City Tours and Local Sightseeing
Road Trips and Intercity Travel
Adventure or Nature Tourism in Remote Areas
Special Occasions or Events
Conclusion
Car rental services are an indispensable part of the tourism ecosystem, especially in regions with vast attractions spread across different geographical areas. They not only offer mobility and convenience but also enrich the overall travel experience by allowing tourists to explore a destination on their own terms. As technology continues to evolve, car rental services are becoming more accessible, efficient, and tourist-friendly, making them a preferred choice for modern-day travelers
Storage tanks are designed to be durable, but they aren’t invincible. Over time, even the toughest tanks begin to show signs of wear—whether from exposure to the elements, internal corrosion, or mechanical stress. But the good news is that with the right care and timely repairs, you can extend the life of your tanks significantly.
Instead of waiting for failures, smart facility managers use maintenance and repair strategies to keep tanks in top condition. A few well-planned interventions can prevent major breakdowns and add years to your equipment’s service life.
The Aging Process of Storage Tanks
Most storage tanks are made of steel or other robust materials designed to handle pressure, temperature swings, and repeated use. But constant exposure to moisture, fuel, chemicals, or temperature changes will eventually take a toll. The most common forms of tank damage include:
Corrosion on interior or exterior surfaces
Cracking or splitting near seams and welds
Worn linings or coatings that lose their protective barrier
Settling or shifting that causes structural stress
Leaking gaskets or fittings that compromise tank integrity
These issues don’t usually happen all at once. Instead, they develop slowly—until one day, the tank can’t do its job anymore.
Preventative Maintenance Works Wonders
The best way to prolong the life of a storage tank is to stay one step ahead. Routine inspections, testing, and small repairs can reduce the need for full replacements or emergency service calls.
Here are simple but effective ways to prevent premature tank failure:
Inspect regularly for rust, dents, or staining
Check seals and fittings for moisture or leaks
Keep surrounding areas dry and debris-free
Test gauges and sensors to ensure proper readings
Schedule annual cleaning to remove sediment and buildup
Preventative care keeps your tanks clean, safe, and functioning at their best. It also helps you catch minor issues before they become major headaches.
Targeted Repairs That Add Years of Use
When damage is found, timely repairs can restore strength and performance without the cost of a full replacement. The most effective repair methods include:
Welding repairs to fix cracks, reinforce seams, or patch corroded areas
Seal and gasket replacement to stop leaks and improve pressure control
Coating and lining restoration to protect interior surfaces from corrosive materials
Tank base adjustments if shifting has caused structural imbalance
Component upgrades, such as newer vents or valves, to improve safety and reliability
Each of these fixes is scalable—you can address only what’s needed without replacing the entire tank.
Learn more about how repairs like these can extend the life of your system by reviewing this detailed look atstorage tank repair, including field-tested repair options and common signs to watch for.
Don’t Let Small Issues Grow
Ignoring the early signs of tank trouble can be costly. A pinhole leak may not seem urgent, but it can quickly turn into a major spill, environmental violation, or equipment shutdown.
Warning signs that your tank may need attention include:
Fluctuating fluid levels with no clear cause
Increased maintenance on connected systems
Visual signs of rust, pitting, or cracking
Odors, discoloration, or moisture near tank bases
Pressure changes during normal operations
These indicators may not stop your system immediately, but they point to weaknesses that will worsen over time.
Repair vs. Replace: Making a Smart Decision
Sometimes the right fix can buy years of additional service. Other times, the tank has simply reached the end of its life. Making that decision depends on a few factors:
Age of the tank: If it’s nearing or past its expected lifespan, replacement may be more economical in the long run.
Extent of damage: Widespread corrosion or multiple leak points may signal deeper problems.
Repair history: Tanks that need frequent work could be more expensive to maintain than to replace.
Regulatory compliance: Outdated tanks may not meet current environmental or safety codes.
When in doubt, a professional inspection can provide a clear recommendation.
Build Longevity Into Your Routine
Extending your tank’s life doesn’t require expensive systems or constant monitoring. Instead, it’s about building small, consistent habits into your regular workflow:
Add tank checks to your monthly maintenance list
Clean out sediment before it becomes sludge
Record inspection findings and follow up quickly on damage
Use corrosion-resistant materials in high-risk areas
Keep fittings tight, clean, and properly sealed
These steps don’t take much time—but they add up to big results.
A Little Repair Goes a Long Way
Your storage tanks don’t need to be replaced at the first sign of wear. With the right repair strategy and some attention to detail, they can serve your operation well beyond their expected lifespan.
By fixing problems early and focusing on long-term performance, you ensure your system stays efficient, reliable, and ready to meet the demands of daily use.
As automation continues to redefine business operations, one emerging player is showing what it truly means to hand over the reins to artificial intelligence. Solea AI, a San Francisco–based startup, is transforming how home service businesses operate — not by assisting human teams, but by fully replacing back-office functions with autonomous, real-time systems.
As explained in this article, Solea doesn’t position itself as just another digital tool. Instead, it presents its software as the operational core of a home services business — a fully automated office capable of managing customer interactions, appointments, and follow-up without the need for staff intervention. The platform handles inbound calls, recognizes returning clients, checks service history, and books appointments autonomously. It also sends confirmation messages, coordinates complex schedules, and even supports live agents with real-time prompts and decision logic during customer conversations.
The company was founded by Christopher Brodowski, Alexandre Delaitre, and Paul Muller — three technologists with backgrounds in computer vision, gaming infrastructure, and property tech systems. Brodowski’s early ventures in machine vision aimed to eliminate routine tasks in industrial environments. That same logic now powers Solea’s back-office systems, which are designed to offload repetitive, manual work. “Offices today are still built around phones, calendars, and humans juggling tasks,” says Brodowski. “We built Solea to take over that workload entirely.”
Delaitre, the CTO, previously developed high-frequency trading engines for gaming platforms, bringing expertise in real-time, high-availability systems that can’t afford to fail. His skills directly translate into Solea’s always-on call management and scheduling infrastructure. Meanwhile, Hilman, who worked on microservices and dispatch systems at Acre, contributes deep knowledge in the architecture of automated workflows and integration-heavy environments.
Solea is currently being used by a growing number of home service providers across the U.S., particularly those operating in fragmented or competitive regions. For these businesses, a missed call can easily mean a missed job — and lost revenue. Solea helps ensure continuity and responsiveness without the overhead of growing staff numbers. Its value proposition goes beyond cost savings, offering the ability to operate with consistency, speed, and scale, even under pressure.
What makes Solea stand out in the crowded AI space is its vertical specificity. While many AI tools attempt to be broadly applicable, Solea has been carefully built around the workflows unique to home services. It models technician scheduling, appointment rules, customer behavior patterns, compliance requirements, and even follow-up cadences. This level of specialization means Solea can outperform generalist tools in real-world service scenarios.
Looking ahead, the team continues to monitor emerging technologies such as blockchain and decentralized finance systems. They envision integrating secure transaction logging and innovative payment mechanisms that align with modern privacy and security demands.
In this vision, AI is not a background assistant but the system actually running the business. As more service-based companies look to scale without adding administrative burden, Solea’s approach suggests a clear shift: away from partial automation, and toward fully AI-driven infrastructure. The company’s model offers a powerful glimpse into how digital operations might be run in the near future — with AI not on the sidelines, but in the driver’s seat.
Online slot games have come a long way from their humble beginnings. In 2025, the industry is thriving, fueled by a new wave of creativity and innovation. Today’s slots are no longer limited to spinning reels and lucky symbols—they’re sophisticated experiences that blur the line between gaming and storytelling.
According to an article on XboxPlay.games, the latest generation of slot games incorporates bold themes and interactive elements that reflect changing player expectations. Developers are aiming to deliver deeper gameplay, more meaningful narratives, and features that keep users engaged longer than ever.
A Shift in Slot Themes
Traditional motifs like lucky sevens and fruits are becoming a thing of the past. Developers are embracing unique, immersive themes that set a new standard for creativity:
Futuristic and Sci-Fi Worlds: These slots explore advanced technologies, AI, and dystopian scenarios, often with complex storylines.
Alternate Historical Timelines: Players can dive into reimagined versions of historical events, exploring what might have happened under different circumstances.
Eco-Conscious Design: A growing number of games emphasize sustainability and nature, often incorporating educational content or conservation goals.
Ancient and Lost Civilizations: Instead of relying on overused Egyptian or Roman symbols, modern slots explore underrepresented cultures with a fresh artistic take.
Urban and Real-Life Adventures: Some titles ground players in present-day settings, making the experience more relatable and immersive.
These themes are deeply tied to gameplay and aesthetics, making them more than just visual backdrops—they’re integral to the entire gaming experience.
Technological Features Elevating Gameplay
Themes may set the stage, but the real innovations lie in the features that drive modern slot games:
Interactive Bonus Levels: Unlike traditional spins, many slots now offer interactive elements where players make choices that influence the outcome.
Changing Grid Mechanics: Some games adjust the layout based on player actions or random triggers, adding unpredictability and excitement.
Progression and Unlockables: Slots are beginning to borrow from video games by rewarding extended play with character growth, storyline advancement, or new features.
Shared Multiplayer Challenges: Players can now join forces to reach group milestones or compete for leaderboard spots, creating a sense of community.
Synchronized Reel Systems: This feature aligns multiple reels to activate complex win paths, enhancing the game’s strategic depth.
These innovations reflect a major shift: players expect more agency, more story, and more ways to engage than in the past.
Looking Forward: The Future of Slots
What’s next for online slots? Industry leaders and designers are focusing on trends that push boundaries even further:
Procedural Generation: Each game session becomes unique through AI-driven content creation, keeping gameplay fresh.
Adaptive Difficulty: Game systems respond to a player’s behavior, adjusting challenge levels to suit different play styles.
Narrative Customization: Like choose-your-own-adventure stories, future slots may let players shape the storyline with their decisions.
Genre Hybrids: Expect to see elements from RPGs, card games, or simulations embedded in slot mechanics.
Global Goals and Events: Developers may introduce time-limited events that unite players from around the world toward a shared challenge.
These features represent the next step in turning slot games into comprehensive digital experiences, rather than simple gambling tools.
Final Thoughts
The online slot industry is undergoing rapid evolution. As themes grow richer and mechanics more sophisticated, today’s players are invited into worlds that reward not just luck, but strategy and immersion. The transformation of slot gaming in 2025 reflects broader changes in digital entertainment—where interactivity, personalization, and storytelling take center stage.
For anyone looking to stay ahead of the curve, keeping an eye on these innovations is essential. As slots continue to adapt and diversify, they promise to deliver new layers of enjoyment to players everywhere.
Stepping out on your own and building a business from scratch can feel overwhelming, but it’s also one of the most rewarding adventures you’ll ever experience. If you’re contemplating your first entrepreneurial leap, you’re not alone. Every thriving brand, local cafe, and tech giant began with someone’s single idea and the courage to bring it to life.
Pinpointing your niche is the starting point of every successful business story. The right business idea balances two key ingredients: your passion and a genuine market opportunity.
How to Identify the Right Business Idea
List your interests, skills, and experiences
Jot down what excites you, areas where you excel, and industries you’ve worked in.
Study the market
Look at current trends, gaps, and problems begging for solutions. Conduct surveys, browse forums, check what’s trending on social, and talk to potential customers.
Evaluate profitability
Ask yourself, “Are people willing to pay for this?” A good idea solves a problem people care about enough to spend money on.
Test with a minimum viable product (MVP)
Before going all-in, launch a simplified version of your offer to real customers. Gather feedback and adjust quickly.
Build Your Blueprint with a Solid Business Plan
A business plan is your roadmap. Think of it as the tool that translates inspiration into a practical path forward.
Key Steps to Drafting Your Business Plan
Executive summary
Briefly introduce your business, covering your vision, goals, and what makes your idea unique.
Business description
Lay out what your business will do, the target audience, and how you’ll stand out from the competition.
Market analysis
Showcase thorough research about your competitors, industry trends, and your ideal customer profile.
Organization and management
Describe your structure. Will you be a sole proprietor, or is this a partnership? List out your team members and their roles.
Products or services
Detail what you’re offering, your pricing strategy, and potential future expansion.
Marketing and sales plan
Outline your approach for reaching customers, from digital campaigns to referral incentives.
Financial projections
Present a budget, projections for revenue and expenses, and funding requirements for growth.
Appendices
Add extra details like your resume, permits, or supporting data as needed.
A thoughtful plan helps keep you focused, attracts investors, and acts as a reference as your project evolves.
Explore Your Funding Options
Once your blueprint is complete, it’s time to find the capital to fuel your dream. There’s no one-size-fits-all approach—instead, weigh your choices and select the best fit for your ambitions and appetite for risk.
Popular Ways to Fund Your Venture
Bootstrapping
Many entrepreneurs begin by self-funding (using savings, personal loans, or even credit cards). This method gives you maximum control but requires financial discipline and risk tolerance.
Borrowing from friends and family
Loved ones can provide early backing, but formalize the arrangement to protect your relationships.
Bank loans or credit unions
Consider traditional business loans if you have a solid plan and decent credit history.
Angel investors and venture capitalists
If you need significant funding and have a scalable business model, pitching to angel investors brings both capital and valuable advice.
Crowdfunding platforms
Crowdfunding sites can generate funding and early buzz for your product.
Small business grants
Many government and private programs exist, particularly for businesses advancing technology or addressing social issues.
Tip: Mix and match options when needed, but always keep an eye on how much control and equity you’re giving away.
Market and Brand Your Business for Maximum Impact
You’ve built a great product, but now you need people to notice. Effective marketing and strong branding set your business apart and attract loyal customers.
Branding Basics for First-Time Entrepreneurs
Create a memorable brand identity
Start with a catchy name, compelling logo, and cohesive color scheme. Consistency is key.
Craft a resonant story
Share your “why.” Customers love connecting with brands that stand for more than just sales.
Develop an engaging online presence
Build a clean, user-friendly website and set up social media accounts where your audience spends time.
Define your unique value proposition (UVP)
Clarify what makes your offer different from competitors, in just a sentence or two.
Focus on customer experience
Make it easy for people to engage with you, offer responsive support, and invite feedback.
Winning Marketing Tactics
Content marketing
Publish helpful blog posts, videos, or guides to build authority in your space.
SEO and local optimization
Optimize your site and listings for relevant keywords, so potential clients find you easily.
Social media
Use social media platforms like Instagram, LinkedIn, and TikTok (as appropriate for your audience) to build buzz and community.
Referral and loyalty programs
Motivate your fans to spread the word and reward their loyalty.
Email marketing
Nurture leads and customers with updates, tips, and special offers.
Navigate the Legal Landscape with Confidence
Dealing with legal paperwork may not be glamorous, but it protects your interests and supports long-term growth. Taking shortcuts can lead to costly headaches later on.
Legal Essentials for New Entrepreneurs
Choose the right business structure
Options include sole proprietorship, partnership, LLC, or corporation. Each has different tax and liability implications.
Register your business
Obtain the licenses and permits required in your location and industry.
Stay informed about federal, state, and local taxes, including sales tax if you’re selling products.
Protect your intellectual property (IP)
Consider copyrighting your content, trademarking your brand, and securing patents if applicable.
Set up strong contracts
Use clear agreements for partners, vendors, and clients.
Conclusion
Understanding the basic legal requirements for starting a business is key, but staying updated on any changes that impact your industry or location is just as important. Regularly reviewing and updating your legal documents, contracts, and policies ensures they keep pace with your growing business. By protecting your business legally, you can focus on building a thriving, sustainable enterprise.
Your office space is more than just a place to get work done—it’s where creativity flows, ideas are born, and productivity takes shape. But all too often, offices can feel cold, generic, or uninspiring. The good news? Personalizing your office space can transform your work environment into a haven that motivates and energizes you every day. In this blog, we’ll explore practical tips to help you infuse your unique style into your workspace and boost productivity along the way.
Personalizing your office isn’t just about aesthetics—it directly impacts your mood, focus, and overall job satisfaction. When your workspace reflects your personality and preferences, you’re more likely to feel comfortable, engaged, and inspired. This mental boost can reduce stress and increase motivation, leading to improved performance.
So, how can you make your office space truly yours? Let’s dive into some easy yet effective ways to personalize your workspace.
1. Start With Your Desk Setup
Your desk is the centerpiece of your office. Organize and style it to suit your workflow and taste. Consider investing in a desk organizer or drawer dividers to keep essential tools within reach without clutter. Choose accessories that spark joy—maybe a stylish lamp, a sleek pen holder, or a vibrant mouse pad.
Adding a personal touch like a framed photo of loved ones, a small plant, or a motivational quote can make your desk feel inviting. These small details create a positive atmosphere that encourages focus and creativity.
2. Bring in Some Greenery
Plants aren’t just for decoration—they also improve air quality and reduce stress. Adding a few low-maintenance plants, like succulents or snake plants, can bring life to your office space. If you’re short on natural light or don’t have a green thumb, try realistic faux plants that still brighten up your area without the upkeep.
3. Choose Colors That Inspire You
Color plays a powerful role in how we feel and work. Think about colors that make you feel energized or calm, depending on the type of work you do. Blues and greens are known to promote calm and concentration, while yellows and oranges can spark creativity and optimism.
You don’t need to repaint the entire office—start small with colorful desk accessories, wall art, or even a bold chair cushion. If you have a blank wall, consider a peel-and-stick wallpaper or decals that reflect your personality.
4. Personalize Your Wall Space
Blank walls are an opportunity to showcase your style and inspiration. Hang artwork, prints, or photos that resonate with you. If you prefer something more functional, install a corkboard or whiteboard to pin up reminders, goals, or ideas.
Creating a vision board with images and quotes aligned with your professional goals can keep you motivated throughout the day. It’s a creative outlet and a daily reminder of what you’re working toward.
5. Customize Your Technology
Your computer and accessories are essential tools, so why not customize them? Use a personalized laptop skin or keyboard cover that reflects your style. Choose a mouse or headphones in your favorite color or design.
Customizing your digital workspace with wallpapers and screen savers that inspire you also adds a subtle personal touch every time you glance at your screen.
6. Prioritize Comfort and Ergonomics
Style isn’t just about looks—it’s also about comfort. Investing in an ergonomic chair, adjustable desk, or supportive footrest can improve your posture and reduce fatigue. Choose cushions, blankets, or chair covers that reflect your style while making your seating area cozy.
When you’re comfortable, your mind is free to focus on your tasks, which naturally boosts productivity.
7. Incorporate Scent and Sound
Senses play a big role in how we experience our surroundings. Use a diffuser with your favorite essential oils like lavender for calm or peppermint for energy. Some offices allow subtle scenting, which can enhance mood and alertness.
Music or ambient sounds can also personalize your workspace. Create playlists that keep you focused or relaxed depending on your work. Noise-cancelling headphones can block distractions and immerse you in your productivity zone.
8. Keep It Clutter-Free but Personal
While personalization is important, clutter can have the opposite effect on productivity. Strike a balance by regularly decluttering your workspace. Use stylish storage solutions like baskets, trays, or decorative boxes to keep things organized but accessible.
This way, your space remains personalized without becoming overwhelming.
9. Add a Touch of Inspiration
Motivation thrives on inspiration. Surround your workspace with meaningful items that reflect your passions and ambitions—such as custom airplane models, a cherished souvenir from a special trip, a beloved book, or a personal award.
Placing a daily affirmation or mantra where you can easily see it also provides a steady source of encouragement, helping you stay focused and energized, especially during tough moments.
Final Thoughts
Your office space is a reflection of who you are. By personalizing it thoughtfully, you create an environment that not only feels comfortable but also actively supports your productivity and creativity. From organizing your desk to adding plants, color, and inspiration, every small change can make a big difference.
So go ahead—embrace your style, personalize your office, and watch your workdays transform. After all, when your office feels like your space, you’re set up to do your best work.
When it comes to achieving a healthy, confident smile, alignment matters just as much as brushing and flossing. Many people think of straight teeth purely as a cosmetic preference, but the reality goes far deeper. Tooth alignment plays a crucial role in your overall oral hygiene, influences your risk of common dental problems, and can even impact your long-term health.
Tooth alignment refers to how your teeth fit together when your jaws are closed. Ideally, your upper teeth should slightly overlap your lower teeth, and your molars should fit together like puzzle pieces. This balanced bite is known as proper occlusion. However, many people experience misalignment issues, also known as malocclusion, which can include crowding, spacing, overbites, underbites, and crossbites.
Why Alignment Isn’t Just About Appearance
It’s natural to desire a straighter smile for aesthetic reasons. But the benefits of proper tooth alignment go beyond looks. Well-aligned teeth:
Are easier to keep clean
Function more efficiently during chewing and speaking
Distribute bite forces equally, reducing wear and tear
Decrease strain on jaw muscles and joints
Understanding the connection between alignment and oral hygiene can help you make better choices for your dental health.
The Connection Between Alignment and Oral Hygiene
1. Making Cleaning Easier (or Harder)
The placement of your teeth has a direct impact on how easy it is to clean your mouth effectively. Straight teeth allow for smooth brushing and flossing, reaching all surfaces and removing plaque buildup. Misaligned teeth, by contrast, often create problematic nooks and crannies. These tight spots can trap food particles and bacteria, making it difficult for even the most diligent brushers to keep their teeth clean.
Common Issues Resulting from Poor Alignment
Plaque Accumulation: Crooked or crowded teeth provide sheltered areas for plaque to thrive.
Tartar Buildup: When plaque isn’t fully removed, it hardens into tartar (calculus), which is much harder to clean and can only be removed by a dental professional.
Gum Irritation: Misalignment can cause certain teeth to put excess pressure on gums, leading to inflammation or even gum recession.
2. Increased Risk of Tooth Decay and Gum Disease
When plaque stays on the teeth, it produces acids that weaken enamel and irritate the gums. This sets the stage for cavities (tooth decay) and gingivitis (early gum disease). People with misaligned teeth are at higher risk for these issues simply because they cannot clean as effectively.
How Misalignment Affects Gum Health
Crowding: Teeth that overlap trap food and bacteria, making it easy for gum inflammation to develop.
Spacing: Large gaps allow more bacteria and debris to pool near the gums, increasing the threat of infection.
3. Wear and Tear on Teeth and Gums
Misaligned teeth are more likely to be subject to uneven force during biting and chewing. Over time, this can cause:
Abnormal Wear: Certain teeth may wear down faster, leading to chipping, fractures, or sensitivity.
TMJ Disorders:Jaw joint pain, popping, or clicking can arise from malocclusion, impacting both comfort and function.
Gum Recession: Excessive force or grinding due to poor alignment can pull gums away from tooth surfaces, exposing roots and making teeth more vulnerable to decay.
How Can You Improve Tooth Alignment?
Modern dentistry offers several options for correcting misalignment and improving oral hygiene:
Braces: Traditional metal braces, clear ceramic braces, or quick braces gradually move teeth into better positions.
Clear Aligners: Systems like Invisalign provide nearly invisible solutions for mild to moderate crowding or spacing.
Retainers: These hold teeth in place after active treatment and help maintain alignment.
Early Orthodontic Intervention: For children, interceptive treatments can address developing issues before they become severe.
Consulting with an orthodontist is the best way to determine which treatment is right for you.
Oral Hygiene Tips for Misaligned Teeth
If you have not yet corrected misalignment, or are currently undergoing treatment, you can still protect your dental health by:
Choosing the Right Toothbrush: Use a small-headed brush or an electric toothbrush to reach difficult spots.
Regular Flossing: Special tools like floss threaders or interdental brushes can access tight spaces.
More Frequent Dental Cleanings: Schedule professional cleanings every 3-6 months to stay ahead of tartar buildup.
Rinsing with Antibacterial Mouthwash: This helps reduce bacteria in hard-to-reach areas.
Staying vigilant with at-home care and dental visits is essential if misalignment is making routine oral hygiene a challenge.
The Hidden Benefits of Correcting Alignment
Straightening your teeth doesn’t just boost your confidence. People who undergo orthodontic treatment frequently report:
Improved Oral Health: Fewer cavities and gum problems due to easier cleaning
Greater Comfort: Less jaw pain, fewer headaches, and improved chewing function
Long-Term Savings: Preventing dental issues early reduces the need for complex, costly treatments later
Conclusion
Tooth alignment is crucial for oral health, as misalignment can lead to bigger problems over time. If you’re worried about your bite or find it hard to clean your teeth, consult your dentist. Proper alignment supports healthier teeth and gums, ensuring long-term care.
Emmanuella, O., OGUNRO, V. O., OLADIMEJI, S. B., IBOSIOLA, J. O., & ABUBAKAR, Y. S. (2026). Strategic Decision-Making Practices and Organizational Performance of Selected Pharmaceutical Firms in Owo, Ondo State. International Journal of Research, 12(4), 877–907. https://doi.org/10.26643/ijr/2026/22
The study investigates the relationship between strategic decision-making practuces and organizational performance of selected pharmaceutical firms in Owo, Ondo state. Intuition Strategic Decision-Making (ISDM), Rational Strategic Decision-Making (RSDM) and Participatory Strategic Decision-Making (PSDM) were used as proxy for measuring strategic decision-making practices while organizational performance was measured using productivity (PRD). Using the sample size of 94, 120 questionnaire were administered to staff of selected pharmaceutical firms in Owo and 116 was retrieved for analysis. Descriptive survey design was adopted. Descriptive statistics, correlation and multiple regression alongside ANOVA were carried for data analysis using SPSS (26). The findings revealed that intuition strategic decision-making (ISDM) and participatory strategic decision-making (PSDM) were positively and significantly related with organizational performance while rational strategic decision-making (RSDM) was positively and insignificantly related with organizational performance during the study under review. In concluaion, the study revealed that strategic decision-making practices is positively and significantly related with organizational performance. Furthermore, it indicates that strategic managers or decision makers worked with these practices in determining and providing solutions of treating issues that they may or have encounter by adopting these practices in actualizing their aims and objectives during the study under review. It was recommended that, firms should encourage the use of these SDM practices such as intuition strategic decision-making, rational strategic decision-making and participatory strategic decision making as it enhances performance of both the employees and organization.
Organizations do consider how strategic decisions are made and not only how it affects their activities and relationship with the environment though it differs between cultures as the implications and degree varies (Abubakar et al., 2019). The modern top managers’ responsibilities go beyond supervising internal activities which includes different tasks and the external environment where the business operates (George et al., 2019). Management do design procedures for strategic management to address factors that may influence an organizations’ ability to prosper and grow thereby achieving optimal positions (Anwar & Abdullah, 2021). According to Asikhia and Mba (2021) a good decision-maker chooses actions that might give best outcome after researching on the alternatives and consequences. Strategic decision-making is an important area in organization as it clearly shows the responsibility of the top management level. For enhanced organizational performance, quality decisions, team member participation, consensus are necessary (Yılmaz & Ameen, 2022).
The growth, productiveness and successes of any entrepreneurial firms or business organization in this contemporary period in the history of business wellness and stability depends mostly on effective strategic decision-making practices among decision makers in an organization (Eromafunu et al., 2022). Moreso, in todays’ competitive and dynamic business world, strategic decision-making is vital for organizations to lead or stay ahead and it strategic decision-making do encourages continual progress and organizational culture in terms of innovation. Thereby, managers may be able to identify areas that needs improvement and take advantage on new ideas by continuous testing or research and reassessing such ideas or strategies which will eventually lead to long-term success and growth (Gagan, 2023).
1.1 Statement of the Problem
Aladesoun et al. (2020) assert that in both private and public decision-making contexts, it is recognized that decisions yielding positive outcomes may also entail negative repercussions. A common challenge in decision-making processes, whether within organizations or under government oversight, is the potential for interference from organizational owners or the current administration. In certain organizations, governmental intervention presents a significant obstacle to effective decision-making, either through direct involvement in organizational operations or by influencing policy formulation that directly or indirectly impacts organizational functioning. Despite the persistent presence of such challenges, which range from management’s inability to make sound decisions to deficiencies in manpower and communication channels necessary for implementing decisions effectively, there remains a prevailing understanding of the importance of decision-making as a fundamental tool within every organization ((Malecka 2020).
The majority of management research tends to concentrate on decision-making within risky environments due to the feasibility of modeling and experimenting with expected utility maximization such as (Malel & Kemboi, 2019; Malecka 2020; Yilmaz & Ameen, 2022; Muzanenhamo & Chikosha, 2022). Academic scholars and practitioners emphasize the significance of strategic decision-making practices in evaluating organizational performance across various dimensions such as innovation, entrepreneurship, technology, knowledge, economics, healthcare, and overall organizational performance such as Ewah 2018; Sev et al. 2018; Alosani et al. 2020; Asikhia and Mba 2021; Al-Hashimi et al. 2021; Nauhaus et al. 2021; Sinnaiah et al. 2023 and revealed how strategic decision-making impacts on organizational performance.
Put differently, prior investigations into the characteristics or factors influencing the effectiveness of strategic decision-making have not produced widely applicable results or conclusions. Consequently, further empirical research is needed to ascertain which practices, characteristics or factors contribute to strategic decision-making effectiveness within organizations before definitive assertions can be made and this study aims to address this gap. Thus, the study investigated the relationship between strategic decision-making practices and organizational performance of selected pharmaceutical firms in Owo, Ondo state.
1.2 Research Questions
The under-listed research questions have been highlighted for this study:
i. Does intuition strategic decision-making influence organizational performance of pharmaceutical firms in Owo, Ondo State?
ii. To what extent has rational strategic decision-making impacted on organizational performance of selected pharmaceutical firms in Owo, Ondo state?
iii. Does participatory strategic decision-making influence organizational performance of selected pharmaceutical firms in Owo, Ondo state?
1.3 Research Objectives
This study seeks to:
i. Examine the influence of intuition strategic decision-making on organizational performance of selected pharmaceutical firms in Owo, Ondo state.
ii. ascertain to what extent rational strategic decision-making impacts on organizational performance of selected pharmaceutical firms in Owo, Ondo state.
iii. determine the influence of participatory strategic decision-making on organizational performance of selected pharmaceutical firms in Owo, Ondo state.
1.4 Scope of the Study
The study investigates the relationship between SDM practices and organizational performance using intuition strategic decision-making, rational strategic decision-making and participatory strategic decision-making in measuring SDM practices (independent variable) while productivity was used in measuring organizational performance (dependent variable). Descriptive research design was adopted using primary source of data with a sample size of 94 (ninety-four) which was done using stratified probability sampling technique of staff in selected pharmaceutical firms in Owo, Ondo state. Multiple regression analysis was carried out alongside ANOVA using SPSS version 26. The timeframe for this study was within the month of September, 2023 to February, 2024.
2.0 Literature Review
2.1 Organizational Performance
The main goal of any business is to make profit and to achieve this, organizations would put in place methods in attaining it and what drives organizations’ failure or success has been a vital subject in business which has led to investigating determinants of organizational performance (Taofeeq et al., 2019). Organizational performance has engaged the focus of many researches as performance most times are measured in monetary terms using indicators such as sales turnover, profitability. Though the interest in the research of performance is due to the fact it is the major primary objective of every business and the survival of the business depends solely on how profitable the outcome of the organization is (Orishede, 2020).
It also refers to as the capacity of a firm to realize set objectives thereby the organization achieve its goals through effective and efficient utilization of its resources and it can be reflected due to the results of the organizations’ common objectives and the method used or implemented are consistently used (Tsai et al., 2020; Sarraf & Nejad, 2020). According to Al-Hashimi et al. (2021) it can be defined as an analysis of an organizational performance as compared to its objectives and goals and it is measured in both financial and non-financial terms (Camilleri, 2021; Sinnaiah et al., 2023). Though there are different factors that can be related with organizational performance such as conflict, social influences, cross-cultural and organizational structures (Madume et al., 2024). For this study productivity will be use as proxy for organizational performance.
2.1.1 Productivity
Aladesoun et al. (2020) stated that performance of a business which determines its continued existence and development is largely dependent on the degree of productivity of its workers. Productivity is a total measure of the efficiency or capacity to transform inputs that is raw materials into finished products or services. Also, productivity is a measure that shows how well essential resources are used to achieve specified objectives in terms of quality and quantity within a given period of time. It is suitable when measuring the actual output produced compared to the input of resources, taking time into consideration (Omenazu, 2022).
2.2 Strategic Decision Making
The goal of strategic decision-making is to maximize an organizations long-term success by planning for the future (George et al., 2019). Making decisions that are important in terms of precedents created, actions performed or resources committed, strategic decision-making is a specific sort of decision-making and there is a difference between strategic decisions and tactical and operational ones (Abdullah & Othman, 2019). An important aspect of SDM is to assess the strength of organizational capacity is to maintain its position as regards changing environment as well as making daily choices and deal with issues (Adigbole et al., 2019; Ur Rehman et al., 2019). It is a systematic and logical move by top managers in choosing best approach to success in line with organizations’ long-term goals and expectations (Harappa, 2020; Aladesoun et al., 2020). It is often a non-routine and very important to organizations where top management usually plays important role which consists of competitive approaches and moves they developed to attracts customers (Osazevbaru, 2021).
According to Eromafunu et al. (2022) SDM has over-time surfaced as one of the main active phases of recent business researchers and management. Among different forms of decision- making facets, strategic decisions are very vital decisions and they play ilk central roles in any organization. SDM is very useful when addressing poorly structured issues for which there are no possible solution procedures (Asikhia & Mba, 2021). Thus, SDM involves the use of decision support systems including external and internal environmental factors that may influence the performance of managers while making decisions (Omenazu, 2022).
2.2.1 Intuition Strategic Decision-Making
One of the areas of strategic decision-making in an organization is where the strategic thinker is often based on his/her intuitive attributes in predicting what might happen and thereby take precaution steps to ascertain its expectations by nurturing the ideas being associated with inner feelings (Battaglio et al., 2019). Intuition is a fast mental perception of circumstances of decision based on past experiences without focus or reference on the main thinking of the subject matter to be decided and it is not unreasonable or administrative due to the fact that it is based on years of experience that enables top managers to opt for solutions to issues without must interest in hectic calculations as well as guesses (Ali, 2019). Though some researches have highlighted in their studies the roles of strategic thinking process among some managers within the concept of cognitive capacities which postulate that mental flexibility can influence it (Al-Jaifi and Al-Rassas, 2019; Barlach and Plonski, 2021).
Moreso, it is vital to know that making decisions depends on the problems faced by the organizations and not all problems or issues require and utilizing the process of intuition uses available information which may quicken the process of decision-making (Bozhinov et al., 2021; Sinnaiah et al., 2023).
2.2.2 Rational Strategic Decision-Making
This approach of strategic decision-making is linked by the existence of a specific and reliable detailed quantitative analysis of alternatives in decision taken thereby relatively state boundaries of the issue being analyzed and solution is identified by optimizing the selecting alternatives and development process (Deslatte, 2020). For decision-making it should be taken into consideration the efforts is to minimize risk, uncertainty, environmental instability amongst others which might influence and structure of decision-making mechanism based on hierarchical relationships that is being applied and predetermined in the organization (Nagtegaal et al., 2020; Acciarini et al., 2021).
Most scholars agree that this type of strategic decision-making will assist managers highlight issues, produce effective solutions, select the most important solutions and apply then evaluate the solution. (Hamidullah et al., 2021).
2.2.3 Participatory Strategic Decision-Making
According to Al-Hashimi et al. (2021) Participatory strategic decision-making refers to as the extent to which relevant people in organization are involved in the process of decision-making and it is the best way of securing dissemination of ideas for implementation. It should have a positive effect when successfully implemented due to the fact that it involves employees with sufficient knowledge and information of a particular circumstances or issues of place and time thereby diverse perspectives that are essential in making high quality decision (Aleksovska et al., 2021). Participatory strategic decision-making provides opportunities in achieving their agreed solutions, improved commitment and develop sense of ownership. With high level of this strategic decision-making practices, it is an important mechanism in increasing organizational adaptability to deal with uncertainties and unpredictable situations in the external environment during the process of implementation. Thus, participatory strategic decision-making also can demonstrate the objectivity of decisions to a multitude of accountability forums and increase equity (Cepiku & Mastrodascio, 2021).
2.4 Conceptual Framework
INTUITION STRATEGIC DECISION-MAKING
RATIONAL STRATEGIC DECISION-MAKING
PARTICIPATORY STRATEGIC DECISION-MAKING
STRATEGIC DECISION-MAKING PRACTICES
ORGANIZATIONAL PERFORMANCE
PRODUCTIVITY
Figure 2.0: Conceptual paradigm
(Researcher’s conceptualization, 2024)
From the diagram above, strategic decision-making practices (independent variable) is measured with intuition strategic decision-making, rational decision-making and participatory decision-making while organizational performance (dependent variable) is measured with productivity.
2.5 Theoretical Review
This study made use of Satisficing theory and Garbage-Can theory
2.5.1 Satisficing Theory
Simon (1957) introduced the concept of bounded rationality, which acknowledges that decision-makers face constraints such as limited information, time, and cognitive capacity due to the dynamic and competitive nature of industries and business environments. Instead of aiming for optimization, decision-makers operate within these limitations by working with simplified and restricted knowledge to arrive at satisfactory, compromise choices, a concept termed “satisficing” (Marshall, 1998). Simon argued against the existence of pure optimization in the real world, asserting that only “good enough” alternatives are attainable.
In contrast to the rational decision-making paradigm, bounded rationality emphasizes the pragmatic pursuit of satisfactory outcomes rather than exhaustive optimization (Williams, 2002). It acknowledges the inherent uncertainty and complexity of decision-making processes, recognizing that the search for the optimal solution may be endless, impractical, and costly. Instead, bounded rationality suggests that decision-makers are better served by accepting compromise solutions that adequately address the challenges they face, rather than endlessly seeking the elusive “best” solution (Ahmen et al., 2014; Elikwu & Mohammed, 2019).
2.5.2 Garbage-Can Theory
Cohen et al. (1972) were among the first to explore the garbage-can model within the realm of organizational decision-making (DM), aiming to refine and adapt prevailing theoretical frameworks to better understand empirical observations (Olsen, 2001). This model is widely regarded as the most unpredictable and fluid approach to strategic decision-making (SDM), typically manifesting in organizations grappling with high levels of uncertainty. Strategic decisions are triggered by participants’ attention to issues and opportunities, as well as their level of engagement in the decision-making process. These decisions unfold within environments characterized by incomplete rationality (Teasley & Harrell, 1996).
In complex environments, problems and solutions defy straightforward translation into a logical sequence of steps, as proposed by the rational decision-making model. Decision-making processes that deviate from the assumptions of traditional models are often labeled as “organized anarchies.” These environments typically exhibit three key traits. Firstly, decision-makers may possess ambiguous, inconsistent, or conflicting preferences. Secondly, there is often a lack of clarity regarding the technology or methodology employed in decision-making processes, leading to solutions being discovered through trial and error rather than through systematic analysis. Finally, decision-makers exhibit varying degrees of flexibility, and their alignment towards a common goal may be uncertain.
In relating this theory with the strategic decision-making, scholars have suggested that Cohen and his associates introduced the garbage-can model as a reaction to the perceived inadequacies of rational models in addressing decision-making challenges within complex and turbulent environments (Eisenhardt & Zbaracki, 1992). Olsen (2001) further elucidates that the garbage-can model aims to shed light on empirical observations, refining existing organizational DM theories to offer greater clarity. Unlike other models, it eschews a linear policy development process, as such an approach would be deemed overly rational (Tiernan & Burke, 2002).
2.6 Empirical Review
Malel and Kemboi (2019) determined the influence of strategic decision making on the performance of commercial banks in Eldoret town, Kenya which was reinforced by the theory of innovation diffusion. The study findings showed that innovation strategy have a positive and significant influence with (β=0.244, p< 0.05) on performance of commercial banks in Eldoret town. The study recommends that the management of commercial banks need to at all times evaluate and monitor the implementation of the decision reached for them to have an overview of their progress and if they are achieving their intended goals and objectives.
Asikhia and Mba (2021) evaluated the impact of strategic decision-making on organizational performance, highlighting those effective decisions stem from thorough information analysis. Through a systematic review of articles, the paper sheds light on factors affecting organizational performance, such as management, employee behavior, decision-making processes, and environmental dynamics. Drawing on Herbert Simon’s administrative behavior theory, the study concludes by affirming the vital role of strategic decision-making in enhancing organizational effectiveness.
Al-Hashimi et al. (2021) developed and evaluated an integrated model of the strategic decision-making process and its outcomes within public organizations. Their model incorporates procedural rationality, intuition, participation, and constructive politics as factors influencing the successful implementation of strategic decisions. The study found that successful implementation fully mediated the relationships between procedural rationality, participation, constructive politics, and the outcomes of strategic decisions.
Eromafunu et al. (2022) investigate the influence of strategic decision makers’ characteristics on effective strategic decision-making in various government agencies and commissions in Delta state, Nigeria. The findings reveal a significant positive relationship between strategic decision makers’ cognitive diversity and effective strategic decision-making. However, no direct relationship was found between cognitive complexity and effective decision-making. Interestingly, when cognitive complexity was considered alongside cognitive diversity, a positive correlation emerged.
Yılmaz and Ameen (2022) determined the impact of strategic decision-making in improving organizational performance and the relationship between strategic decision-making and organizational performance, identifying the demographic characteristics of manager and learn about decision-making approaches and their role in organizational performance. The study was a descriptive cross-sectional design. The findings indicated the existence of the relationship and correlation between the research variables, which stated that depending on strategic decision-making will lead to increase organizational performance and employee performance, this revealed an impact of strategic decision-making on organizational performance.
Muzanenhamo and Chikosha (2022) examined the effect of strategic decision-making context on organizational performance in culturally diverse occupational settings of Bindura Nickel Mine. Descriptive research design was adopted. It was established that leader psychological path and follower psychological path had a significant direct effect on organizational performance, while legislative context, economic context and firm resources had some weak association. It was concluded that strategic decision-making context is the predictor of organizational performance. Finally, recommends further research on the impact of strategic influence and strategic talent development on organizational performance.
Omenazu (2022) focused on presenting and discussing the relationship between strategic decision-making and organizational performance in greater depth. The findings shed light on the factors that influence managers’ decision-making and performance, such as the environment in which they work and the leadership style they employ. Strategic decisions involving the use of decision support systems, as well as internal and external environmental factors that influence the performance of managers in making them, have been shown to have an impact on the performance of strategic decisions that have a direct impact on the overall performance of the organization.
Sinnaiah et al. (2023) presented a conceptual framework for integrating strategic thinking factors, organizational performance and the decision-making process. This involves a synthesis of literature and proposes a framework that explores the relationship between strategic thinking enabling factors, organizational performance and the moderating effect of decision-making styles which includes strategic thinking enabling factors (systems perspective, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis), organizational performance and the moderating effect of decision-making styles (intuitive and rational). From the results in conceptual model, it remains to be tested in actual practice.
2.7 Research Gap
The majority of management research tends to concentrate on decision-making within risky environments due to the feasibility of modeling and experimenting with expected utility maximization such as (Malel & Kemboi, 2019; Malecka 2020; Yilmaz & Ameen, 2022; Muzanenhamo & Chikosha, 2022). Academic scholars and practitioners emphasize the significance of strategic decision-making practices in evaluating organizational performance across various dimensions such as innovation, entrepreneurship, technology, knowledge, economics, healthcare, and overall organizational performance such as Ewah 2018; Sev et al. 2018; Alosani et al. 2020; Asikhia and Mba 2021; Al-Hashimi et al. 2021; Nauhaus et al. 2021; Sinnaiah et al. 2023 and revealed how strategic decision-making impacts on organizational performance.
Put differently, prior investigations into the characteristics or factors influencing the effectiveness of strategic decision-making have not produced widely applicable results or conclusions. Consequently, further empirical research is needed to ascertain which practices, characteristics or factors contribute to strategic decision-making effectiveness within organizations before definitive assertions can be made and this study aims to address this gap. Thus, the study investigated the relationship between strategic decision-making practices and organizational performance of selected pharmaceutical firms in Owo, Ondo state.
3.0 RESEARCH METHODOLOGY
3.1 Research Design
The study used a descriptive survey research design. Descriptive survey is restricted to factual registration and that there is no quest for an explanation why reality is showing itself this way (Voordt, 2014). This ensures objectivity and neutrality in drawing conclusions (Mugenda & Mugenda, 2003). This was appropriate for the study since it sought to create the actual understanding of strategic decision-making practices and organizational performance.
3.2 Population of the Study
The population of this study, consists of staff of selected pharmaceutical firms in Owo, Ondo State. Table 1 illustrates the selected pharmaceutical firms along-side with the number of staff.
Table 1: Distribution of staff of selected branches
S/N
NAME OF PHARMACY
NUMBER OF STAFF
1
Chinare Ani Pharmacy
12
2
Emmayemi Pharmacy
12
3
Femih Pharmacy Ltd
13
4
Godman Pharmacy
10
5
HealthWatch Pharmacy
23
6
Ifeoluwa Medicine Store
10
7
Jobath Pharmacy
14
8
N. O. Chrisval Pharmacy
11
9
Wellfast Pharmacy
10
10
Wondacare Limited Pharmacy
8
Total
123
Source: Field Survey, 2024
3.3 Sample and Sampling Technique
The sample size for the study is 94 staff of selected pharmaceutical firms in Owo, Ondo state. The sampling technique used for this study was stratified random probability sampling technique. The reason for the choice was due to the fact that the firms consist of different units (full and contract staff), the selection was done based on these categories to ensure that all employees are represented in the choice of the sample. The sample size for this study was arrived at using Taro Yamane formular which is illustrated below:
3.4 Research Instrument
The instrument used to gather information in this research work was primary data through the use of questionnaire. The questionnaire seeks information about the respondents’ demographic data and opinion on the impact of strategic decision-making practices on organizational performance of selected pharmaceutical firms in Owo, Ondo state. All statement items were measured on a five-point Likert scale ranging from Strongly Agree (SA) to Strongly Disagree (SD).
3.5 Validity and Reliability of Instrument
The validity of the research instrument used for this study was carried out, the questionnaire design was given to my supervisor for vetting and after series of corrections on the instrument, it was discovered to be valid based on the variables used for this study. Therefore, face and content validity were used for the research instrument. The result of the reliability test shows that each of the variables are reliable since they are more than 0.828 coefficient which is illustrated below.
Table 2: Result of Reliability Test (n=)
Construct
Number of Items
Cronbach’s Alpha Coefficient
PRD
5
0.821
ISDM
5
0.922
RSDM
5
0.810
PSDM
5
0.733
Overall Alpha
0.828
Source: Researcher’s Fieldwork, 2024.
3.6 Method of Data Analysis
Data analysis was in two parts. Frequencies, means and percentages were used to describe the characteristics of the sample. Further, regression analysis was used to infer meaning about the entire population from the sample findings. Analysis of variances, model summaries and regression coefficients were used to describe the characteristics of population of study. Statistical Package of Social Sciences (SPSS) version 26 and excel were used as the principal data analysis tools. The findings were presented in tables.
3.7 Model of Specification
This comprises of the elements used in measuring the independent variable (Strategic Decision-Making Practices) which are Intuition Strategic Decision-Making (ISDM), Rational Strategic Decision-Making (RSDM), Participatory Strategic Decision-Making (PSDM) on the dependent variable (Organizational Performance) which is measured by Productivity (PRD).
The model for the study is functionally state below:
ⅈ = Samples of Selected Pharmaceutical firms in Owo, Ondo State.
The apriori expectation for this study is stated that:
β1, β2, β3 > 0, the reason been that the variables used here is a process dimension
4.0 Data Presentation and Analysis
From the total number of 120 (one hundred and twenty) questionnaire distributed to all staff of selected pharmaceutical firms in Owo, Ondo state, 116 (one hundred and sixteen) questionnaire was retrieved representing 97% for analysis.
4.1 Demographic Characteristics
Table 4.1: Demographic Characteristics of Respondents
Demographic Characteristics
Categories
Frequency
Percentage
Gender
Male Female Total
44 72 116
38 62 100
Age
21 – 30 years 31 – 40 years 41 – 50 years 51 and above Total
48 32 26 10 116
41 28 22 9 100
aaMarital Status
Married Single Widow/Widower Divorced/Separated Total
41 52 5 18 116
35 45 4 16 100
Qualification
O’ Level ND/NCE HND/B.Sc. MBA/M.Sc. PhD Total
24 48 36 6 2 116
21 41 31 5 2 100
Work Experience
0 – 2 years 3 – 5 years 6 – 10 years Total
40 52 24 116
34 45 21 100
Designation
Chief Executive Officer Manager Pharmacist Laboratory Officer Front Desk Officer Secretary Cashiers Cleaners Total
8 10 12 14 34 8 18 12 116
7 9 10 12 29 7 16 10 100
Source: Researchers’ computation (2024)
From Table 4.1, 116 respondents’ staff of selected pharmaceutical firms in Owo, Ondo state were captured for gender, 44 representing (38%) were male while 72 representing (62%) were female. This indicates that staff of selected pharmaceutical firms in Owo, Ondo state are more dorminated with female. Out of 116 respondents captured for age, 48 staff representing (41%) ranged between 21-30 years, 32, (28%) of staff captured were between 31-40 years, 26, (22%) of staff ranged between 41-50 years while 10, (9%) were within the range of 51 years and above. This implies that most of the staff of these selected pharmaceutical firms are young and fit for responsibilities. Out of 116 respondents captured for marital status, 41 staff representing (35%) were married, 52, (45%) were single, 5, (4%) were stated as widows/widowers and 18, (16%) were recorded as divorced/separated. This implies that the majority of the staff working at these firms are single. 116 respondents recorded for qualification, 24 staff obtained Ordinary Certificate representing (21%), 48 of them obtained ND/NCE representing (41%), and 36, (31%) attained HND/B.Sc, 6, (5%) were having either MBA or MSc while 2, (2%) were PhD holders. This shows that these firms have more of ND/NCE certificates holders. For work experience, out of 116 respondents recorded, 40, (34%) have spent between 0 – 2 years, 52 (45%) have spent 3 – 5 years, 24 respondents representing (21%) have spent 6 – 10 years working experience in these firms. This indicates that they have more dedicated and competent staff who have been with them for long. Finally, 8 respondents representing (7%) are CEO of these selected firms, 10, (9%) recorded were managers, 12, (10%) are stationed pharmacist of these selected firms, 14, (12%) are laboratory staff, 34, (29%) are recorded as front desk officers of these selected firms, 8, (7%) are secretaries, 18, (16%) recorded are cashiers while 12, (10%) are cleaner of these firms. This implies that the selected pharmaceutical firms have more of front desk officers that other designated staff during the period under review.
The summary of descriptive statistics from the above table indicates that during the study under review, the average productivity (PRD) is 5.67 with a standard deviation of 1.42, a minimum of 2.64 and a maximum of 8.64, this implies that organizational performance is been determined based on how the top managers or decision makers made use of their essential resources effectively well in accomplishing their objectives in terms of quality and quantity during the period under review. Intuition strategic decision-making (ISDM) on average is 4.35, with a standard deviation of 2.21 and minimum of 6.31, maximum of 11.05 which shows that they were able to predict what might happen in the future by taking precaution steps to ascertain their expectations thereby nurturing ideas based on past experience in solving issues that may arise. Rational strategic decision-making (RSDM) on average is 4.121 with a standard deviation of 2.651, a minimum value of 10.51 and a maximum value of 11.44 this indicates that the decision makers were able to highlight issues thereby providing effective solutions by selecting the most important solutions to apply then evaluate the solution. Participatory strategic decision-making (PSDM) on average is 5.42 with a standard deviation of 2.55, a minimum value of 11.46 and a maximum value of 14.51 this shows that managers or decision makers allow employees to participate in providing ideas or solutions in solving issues concerning their firms. Thereby, providing opportunities in achieving agreed solutions, improvement in commitment and developing sense of ownership.
4.2.2 Correlation Analysis
Table 4.3: Pearson Correlation Matrix of the Dependent Variable and Independent Variable
Variable
PRD
ISDM
RSDM
PSDM
PRD
1.000
ISDM
.863**
1.000
RSDM
.681**
.641**
1.000
PSDM
.721**
.664**
.671**
1.000
**Correlation is significant at the 0.000 level (2-tailed). Sample size =116
Source: (SPSS Output Own Survey Result, 2024)
The table above present the relationship that exists between strategic decision-making practices variables (intuition strategic decision-making, rational strategic decision-making and participatory strategic decision-making as against organizational performance (productivity) of staff of selected pharmaceutical firms in Owo, Ondo state. It revealed that intuition strategic decision-making (ISDM) shows a positively and strongly relationship with productivity (PRD) at 0.863 representing 86%. Rational strategic decision-making (RSDM) shows a positive and average relationship with productivity (PRD) at 0.681 representing 68% while participatory strategic decision making (PSDM) indicates a positive and strong relationship with productivity (PRD) at 0.721 representing 72%. Therefore, the table presented shows that the variables tested were significant statistically at 0.000 which indicates that strategic decision-making has a direct relationship with organizational performance.
4.2.3 Regression Analysis
Table 4.4 Multiple Regression Results
Model Summary
Model
R
R Square
Adjusted R Square
Std. Error of the Estimate
1
.671a
.443
.316
1.84069
a. Predictors: (Constant), Productivity, Intuition Strategic Decision-Making, Rational Strategic Decision Making and Participatory Decision-Making
ANOVAa
Model
Sum of Squares
df
Mean Square
F
Sig.
1
Regression
254.640
63
68.361
14.132
.000b
Residual
1159.670
560
8.654
Total
1417.110
595
a. Dependent Variable: Productivity
b. Predictors: (Constant), Intuition Strategic Decision-Making, Rational Strategic Decision Making and Participatory Decision-Making
Coefficients
Model
Unstandardized Coefficients
Standardized Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
2.522
1.132
2.227
.000
Intuition Strategy Decision-Making
.236
.113
.246
2.088
.000
Rational Strategic Decision-Making
.150
.066
.163
2.272
.063
Participatory Strategic Decision-Making
.242
.057
.225
4.298
.001
a. Dependent Variable: Productivity
Source: Researcher’s Computation (2024).
Source: SPSS Version 26.0
4.2.4 Discussion of Findings
The study investigates the relationship between strategic decision-making practices and organizational performance of selected pharmaceutical firms in Owo, Ondo state. Three components of strategic decision-making practices were examined, intuition strategic decision-making, rational strategic decision-making and participatory strategic decision-making in relationship with the dependent variable organizational performance which was measured with productivity. From the findings intuition strategic decision-making (ISDM) shows a coeff-value of 0.236, t-value of 2.088 and P-value of 0.000 which is positive and significantly related to organizational performance. which implies that strategic managers or decision makers of the selected pharmaceutical firms under review were able to predict the issue that might arise in future thereby providing solutions based on their past experiences. This is related to the studies Al-Hashimi et al. (2021); Yilmaz and Ameen (2022); Sinnaiah et al. (2023) which indicates a positive and significant relationship with organizational performance. Rational strategic decision-making (RSDM) has a coeff-value of 0.150, t-value 2.272 and P-value 0.063 implying that RSDM is positively and insignificantly related to organizational performance during the study under review, which indicates that they were not able analyzed some of the possible solutions provided in solving their issues which might lead to these firms not actualizing their objectives if this option is opted for. The result of the findings did not aligns with the studies carried out by Al-Hashimi et al. (2021); Nauhaus et al. (2021); Asikhia and Mba (2021); Yilmaz and Ameen (2022); Sinnaiah et al. (2023) whose findings stated that rational strategic decision-making is positively and significantly related to organizational performance. Participatory strategic decision making (PSDM) has a coeff-value of 0.242, t-value of 4.298 and P-value of 0.001 which means that PSDM is positively and significantly related to organizational performance. This implies that the decision makers of these pharmaceutical firms provide opportunities for employees to participates in providing solutions or ideas thereby achieving agreed solutions, improvement of commitment and developing sense of ownership during the period under review. This study aligns with the studies carried Sev et al. (2018); Al-Hashimi et al. (2021); Asikhia and Mba (2021); Muzanenhamo and Chikosha (2022) which states that participatory strategic decision-making is positively and significantly related with organizational performance during the study under review.
From the study it reveals that strategic decision-making practices is positively and significantly related with organizational performance of selected pharmaceutical firms in Owo, Ondo state which aligns with the studies of Sev et al. (2018); Malel and Kemboi (2019); Aladesoun et al. (2020); Arend (2020); Al-Hashimi et al. (2021); Asikhia and Mba (2021); Muzanenhamo and Chikosha (2022); Bonnyventure et al. (2022); Yilmaz and Ameen (2022); Eromafunu et al. (2022); Sinnaiah et al. (2023); Gagan (2023) during the study under review.
5.0 CONCLUSION AND RECOMMENDATIONS
5.1 Conclusion
This study investigates the relationship between strategic decision-making practices and organizational performance of selected pharmaceutical firms in Owo, Ondo state. Three components of strategic decision-making practices examined which are intuition strategic decision-making, rational strategic decision-making and participatory strategic decision-making in determining the relationship with organizational performance (productivity). The results show that intuition strategic decision-making (ISDM) and participatory strategic decision-making (PSDM) were positively and significantly related with organizational performance while rational strategic decision-making (RSDM) was positively and insignificantly related with organizational performance during the study under review. Thus, the study revealed that strategic decision-making practices is positively and significantly related with organizational performance. Furthermore, it indicates that strategic managers or decision makers worked with these practices in determining and providing solutions of treating issues that they may or have encounter by adopting these practices in actualizing their aims and objectives during the study under review.
5.2 Recommendations
Based on the result above, the following recommendations are highlighted below:
That firms should encourage the use of these SDM practices such as intuition strategic decision-making, rational strategic decision-making and participatory strategic decision making as it enhances performance of both the employees and organization.
That firm’s decision makers should more conscious when adopting intuition strategic decision-making as it is based on steps in ascertaining expectations.
That decision makers should encourage the use participatory strategic decision-making as its one of the best method of motivating and providing opportunities of employees to showcase their abilities and capabilities in the organization for better commitment development of employee.
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