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Fibonacci Hierarchies for Decision Making

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  • Yucel, Eray
  • Tokel, Emre

Abstract

All decisions are practically made within a chainwise social setup named a decision-making chain (DMC). This paper considers some cases of an idea (a project proposal) propagating through an organizational DMC. Survival of a proposal through successive links of the DMC depends on the relative power of those links, in addition to proposal’s intrinsic value. Then it is not impossible to reject a good proposal or to fail to reject a bad proposal, either of which may generate undesired, though not detrimental, outcomes. We consider here a simple metric to assess quality of decision-making. The notion of quality here derives from “not declining (not accepting) a project that is of high (poor) intrinsic value”. As Fibonacci series establish the mathematical basis of our proposed metric, metric is simply named a Fibonacci metric.

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Bibliographic Info

Paper provided by University Library of Munich, Germany in its series MPRA Paper with number 20973.

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Date of creation: 25 Feb 2010
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Handle: RePEc:pra:mprapa:20973

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Related research

Keywords: Decision making chains; Innovation; Fairness metric; Fibonacci series;

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  1. René van den Brink & Frank Steffen, 2008. "Axiomatizations of a Positional Power Score and Measure for Hierarchies," Tinbergen Institute Discussion Papers 08-115/1, Tinbergen Institute.
  2. René van den Brink & Frank Steffen, 2007. "Positional Power in Hierarchies," Tinbergen Institute Discussion Papers 07-038/1, Tinbergen Institute.
  3. René van den Brink, 2002. "An axiomatization of the Shapley value using a fairness property," International Journal of Game Theory, Springer, vol. 30(3), pages 309-319.
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