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Complexity
Volume 2017 (2017), Article ID 7954289, 13 pages
https://doi.org/10.1155/2017/7954289
Research Article

The Strategic Decision-Making as a Complex Adaptive System: A Conceptual Scientific Model

Industrial and Systems Engineering Graduate Program, Polytechnic School, Pontifícia Universidade Católica do Paraná, Curitiba, PR, Brazil

Correspondence should be addressed to Dewey Wollmann

Received 29 June 2016; Revised 26 August 2016; Accepted 28 August 2016; Published 9 January 2017

Academic Editor: Dimitri Volchenkov

Copyright © 2017 Dewey Wollmann and Maria Teresinha Arns Steiner. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

Abstract

A company in a competitive environment that wishes to be a benchmark in the business world needs a management model that enables the development of systemic thinking on the part of its executives. In addition to systemic thinking, it is also necessary that executives (i) are aware that the decision-making processes should be shared, (ii) have bounded rationality, and (iii) exert political influence according to their preferences. In this context, the aim of this paper is to describe a conceptual scientific model for strategic decision-making from rules originating from Complex Adaptive Systems and the following mathematical techniques: Analytic Network Process and Linear Programming. This applied and quantitative study is a theoretical essay developed from an integrative review of the aforementioned concepts and techniques, resulting in the proposition of a scientific and conceptual mathematical model that can be applied to a wide variety of business environments. The results obtained from a hypothetical example (Strategic Operation Management Decision) show that the model is able to rank a set of strategic decisions in the environment of most companies and generate information to minimize the negative effects of shared decisions.