The Influence of Decision,Environmental and Firm Characteristics on the Rationality of Strategic Decision‐Making*

abstract This paper develops an integrated model of strategic decision‐making rationality. The model is informed by three perspectives that respectively identify decision, environmental and firm characteristics as influences on the rationality of decision processes. The results of a study in Egypt indicate that the rationality of strategic decision‐making processes is shaped by variables identified by all three perspectives, and that such decision processes cannot adequately be modelled in terms of a single perspective only. However, the study also suggests that the three perspectives do not contribute in equal measure to explaining strategic decision making, and that the national setting is relevant for the extent to which strategic decision‐makers take account of environmental characteristics. The location of the investigation in Egypt highlights some deviations from previous research that could be attributed to nation‐specific factors, both cultural and institutional.     

Rationality in supplier selection decisions: The effect of the buyer's national task environment

Our study sheds light on two fundamental questions in supply management: First, does adherence to highly rational decision processes help buyers make better supplier selection decisions? Second, is the influence of procedural rationality on decision effectiveness moderated by buyers’ (differently dynamic) task environments? We empirically test these questions using a sample of 150 supplier selection decisions taken in China and 150 decisions taken in Germany, countries that expose buyers to dynamic decision environments and stable decision environments, respectively. Our findings suggest that the influence of decision process rationality is stable across decision makers’ task environments. Both in China and in Germany, such process rationality is positively related with higher decision quality, and no significant differences in relationship strengths emerge between the two country samples.     

Open the box: A behavioural perspective on the reshoring decision-making and implementation process

In the realm of manufacturing location decisions, reshoring has increasingly attracted the attention of practitioners, policy makers and scholars. While many articles have analysed the drivers of reshoring decisions, the decision-making and implementation process still lacks empirical analyses. This paper addresses this gap with a grounded theory approach, in particular, through an iterative process going back and forth between the theoretical and empirical worlds. By analysing four cases from the textile-clothing-leather-footwear industry, we demonstrate that the process characteristics are affected by the behavioural features of the decision itself, such as rationality, complexity and anchoring. Our study highlights the relevance of the behavioural approach in reshoring decisions and provides evidence of many challenges that managers should be prepared to face. It further offers advice to policy makers, warning them about the dark side of reshoring and emphasizing their role in supporting companies to take structured rather than intuitive sub-optimal decisions.     

Social Circumstances and Rationality:

Abstract Upon the uniformity in individuals’ decision‐making mechanism rests a great deal of the legitimacy of natural liberty. As we are all equally sovereign (cognitive‐wise), we only strike deals that inevitably make us better off. We all gain from trade and thus, as everyone is better off, so must be the whole of society. But could it be that people are rational yet not equally sovereign? In this paper, we examine Smith's interpretation of rationality, and we find that it is fundamentally a social concept. As such, the manifestation of rationality in individual behavior depends on how sophisticated is individuals’ access to public opinion. Consequently, individuals who are equally self‐interested may face very different sets of options, which are determined by their social circumstances. This difference may suggest that, although all agents may be motivated by the same objective, they cannot be considered as equally sovereign.     

The Effects of Negative Incidents in Sustainability Reporting on Investors’ Judgments–an Experimental Study of Third‐party Versus Self‐disclosure in the Realm of Sustainable Development

This study examines how the disclosure of negative sustainability‐related incidents affects the investment‐related judgments of decision‐makers. Participants in a sequential 2 × 2 between‐subjects experiment first received a company's financial information before viewing additional sustainability information (by the company and by a non‐governmental organization (NGO); with and without negative disclosure). Results indicate that self‐reporting of negative incidents does not affect decision‐makers’ stock price estimates and investment decisions compared with judgments based on financial information only. However, third‐party disclosure of these incidents by a NGO has a negative affect on these investment‐related judgments. Furthermore, the magnitude of the NGO reporting effect depends on whether the company itself simultaneously reports these incidents. Thus, disclosing negative incidents in sustainability reporting could lose some of its apparent stigma. Instead of avoiding negative reporting altogether, managers might use it as a risk mitigation tool in their reporting strategy. The results also emphasize the power of the often‐mentioned ‘watchdog’ function of NGOs acting as stakeholder advocates. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment     

An Empirical Exploration of Decision-making Under Agency Controls and Stewardship Structure

abstract Two theories have emerged in the managerial control literature as to the best way for organizations to ensure that managers are acting in the firm's best interest: agency theory, which stresses controlling decision‐makers through monitoring and incentives aligned with organizational goals, and stewardship theory, which stresses that decision‐makers will act in the organization's best interest even in the absence of controls. Much of the research investigating the utility of these two positions is based on archival data where actual decision‐making can only be inferred. In this study, we utilize a laboratory methodology in order to determine if decision‐makers actually make different decisions when under the types of control (or lack thereof) suggested in these two theories. The results of this study show that individuals under agency controls invest more in alternatives that maximize profits of an organization than individuals under stewardship controls.     

A round of dancing and then one more: embedding intuition in the ballet of entrepreneurial decision making

The dance metaphor allows us to figuratively depict entrepreneurial decision making processes. Being conventionally conceived of as a sequence of purposeful behaviors rooted in a rational cognition process, entrepreneurial decision making can be featured as a ‘ballet’. This interpretation puts in the background the improvisational nature of decision making, which revokes ‘lindy hop’ as a dance style. The article intends to illuminate the role of intuition, highlighting its overlap with rationality in the entrepreneurial decision making dance. For this purpose, a bibliometric analysis followed by an interpretive literature review advances a comprehensive report of 66 peer-reviewed journal articles published from 1995 to 2019, constructing evidence on the nature of entrepreneurial decision making and on the interplay between intuition and rationality. Literature is categorized in five clusters, which are reciprocally intertwined. Firstly, intuition is unconsciously used as a strategy to deal with the uncertainty that inherently affects entrepreneurial ventures. Secondly, intuition is rooted in the entrepreneurs’ impulsivity, that echoes the role of emotions in decision making. Thirdly, the merge of rationality and intuition improves the entrepreneurs’ ability to keep up with the erratic rhythm of the decision making dance. Fourthly, the mix of intuition and rationality serves as a catalyst of entrepreneurs’ ability to thrive in complex and unpredictable environments. Fifthly, intuition generates drawbacks on entrepreneurs’ meta-cognitive knowledge, which should be carefully recognized. Embracing the dance metaphor, intuition turns out to be crucial to make entrepreneurs able to fill in the gap between rationality and uncertainty.

     

BOUNDED RATIONALITY AND THE EMERGENCE OF SIMPLICITY AMIDST COMPLEXITY

Abstract The purpose of this essay is to explore the relationship between the simple and the complex in economics by anchoring our analysis on bounded rationality. Much of the conventional literature focuses on ‘un‐bounded rationality’ of the rationality‐as‐consistency variety. Theorizing of bounded rationality tends to assume that the problem to be solved is independent of the nature of bounded rationality. Following the insights from the works of Herbert Simon and contributions from outside economics, both bounded rationality and the environment are inextricably linked. The boundaries between bounded rationality and its environment can shift. The form in which bounded rationality is found depends on the complexity of the environment. Furthermore, if local interactions between bounded rational agents result in the formation of hierarchies – the complexity of the collective system will change. Whether this will occur depends on the nature of bounded rationality at the individual level.     

COMPLEXITY AND RANDOMNESS IN MATHEMATICS: PHILOSOPHICAL REFLECTIONS ON THE RELEVANCE FOR ECONOMIC MODELLING

Abstract Mathematics itself is a complex system. It exemplifies complexity at the level of structure, hierarchy and so on. There is also an interesting notion of complexity present in the meaning of mathematical ‘alphabets’. These are unique writing strategies of mathematics. Yet another marker of complexity lies in the process of applying mathematics to models. Using mathematics in modelling is a process of deciding what kinds of models to construct and what types of mathematics to use. Modelling can be seen as a decision‐making process where the scientists are the agents. However in choosing mathematical structures the scientist is not being optimally rational. In fact, fertile uses of mathematics in the sciences show a complicated use of mathematics that cannot be reduced to a method or to rational principles. This paper argues that the discourse of satisficing and bounded rationality well describes the process of choice and decision inherent in modelling.     

Irrational decision making: Cultural influence on environmental nonprofit organizations' advocacy strategies

The determinants of environmental nonprofit organizations' (ENPOs) advocacy strategies is particularly important in East Asian countries, such as Taiwan, in which the public values harmony and aggressive movements are often controversial because of the influence of Confucianism. What triggers ENPOs in Taiwan to initiate aggressive environmental protests is consequently a question worth investigating. Accordingly, this study sought answers to the unasked question: How do ENPOs' decision makers decide what types of advocacy activities to pursue? To answer this question, this study utilized cultural theory (CT) to develop hypotheses to test data collected through an online survey in Taiwan. The evidence confirms what CT predicted. ENPOs' decision making on advocacy activities is neither affected by their organizational scale/resources nor the effectiveness and acceptance of environmental activities. Instead, ENPOs' organizational culture plays a crucial role, especially in explaining advocacy activities that are relatively controversial and less accepted by the Taiwanese public. ENPOs that have egalitarian and individualistic organizational cultures are more likely to initiate every type of environmental activity, especially protest-based activities. Based on the results, organizational culture may be useful in explaining the bounded rationality behind decision making. This result also indicates that ENPOs in Taiwan should plan more carefully before initiating activities. Actions without careful planning may result in resource waste and legitimacy challenges. The results of this study can be beneficial for ENPOs to reconsider their decision making regarding environmental advocacy.     

Measuring sustainability risks: A rational myth?

The objective of this paper is to investigate the rigorousness and reliability of sustainability rating agencies' evaluation of corporate sustainability risks. Using grounded theory, this study conducts a qualitative analysis of 32 semi‐structured interviews with practitioners involved in this activity and shows the trade‐offs and rational myths underlying this evaluation process. The image of rationality and rigorousness projected by sustainability risk measurements is mostly intended to address the increasing institutional pressures for reliable and comparable information, particularly from institutional investors and socially responsible investment decision makers. Nevertheless, risk analysts face serious challenges due to the lack of reliable information, the unpredictability of sustainability risks, the methodological issues related to the measurement process, and the complexity and context‐dependency of risk assessment. These challenges call into question the official and optimistic rhetoric of rating agencies. This study contributes to the literature on sustainability risks and rational myths in organizations. Managerial implications and avenues for future research are also discussed.     

The Manager’s Notepad: Working Memory,Exploration, and Performance

This study builds upon March and Simon’s proposition that individual‐level differences must be considered when explaining decision‐making performance. We extend their discussion on the importance of decision‐makers’ attention to explain heterogeneous patterns of exploration and exploitation within the same uncertain environment. We develop a model of decision‐making under uncertainty in which ‘working memory’ – i.e., the ability to hold multiple elements in mind to actively process them – explains the emergence of heterogeneity in exploration‐exploitation choice patterns. We validated the model in a laboratory study and two replications involving 171 individuals. Our findings show that differences in working memory allow us to identify individuals who are more likely to choose exploration over exploitation appropriately, and thus achieve higher performance. We discuss the implications for management theories, and re‐propose the work of March and Simon as a unifying framework that still can be used to generate and test managerially relevant hypotheses.     

Do Individual Preferences Affect the Environmental Decision‐Making Process in Teams? The Role of Participation

Literature on organizations and the natural environment has focused on the importance of individual managers and leaders. However, this literature has scarcely ever focused on individuals in the team context, even when teams have been considered to be key for a firms’ environmental progress. Although teams’ environmental decisions can be enriched by the different contributions of team members, it is necessary that team members actually participate and contribute their preferences during the decision‐making process. We used an adaptation of the legislative dilemma task with 84 students to contribute to environmental management literature by analyzing members’ participation during the team decision‐making process. The results of this paper show how those members with environmentally proactive preferences have a higher participation during the decision‐making process, and as a consequence they have a greater influence on the team decision. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment.     

Does Managerial Behavior Determine Farm Technical Efficiency? A Case of Grape Production in an Economy in Transition

This study explores how farmers' managerial behavior in their production planning processes influences the economic performance of their farms, measured through input‐oriented and output‐oriented technical efficiency. A conceptual framework in which differences in managerial behavior were assumed to be due to bounded rationality was developed. The 3‐year means (2006–2008) from a panel data set on grape‐producing family farms in FYR Macedonia were analyzed. Technical efficiency was estimated with the nonparametric data envelopment analysis approach. The impact of farmers' managerial behavior was assessed in a second‐stage regression. The results suggest that bounded rationality in farmers' production planning decisions causes inefficiency. Copyright © 2011 John Wiley & Sons, Ltd.     

Becoming an evidence‐based HR practitioner

Evidence‐based HR (EBHR) is a decision‐making process combining critical thinking with use of the best available scientific evidence and business information. We describe how to get started as an evidence‐based HR practitioner. Actively managing professional decisions is a key aspect of EBHR. Doing so involves making decisions, especially consequential or recurring ones, using practices supported by high‐quality research. We present a step‐by‐step set of approaches to becoming an evidence‐based HR practitioner: from getting started, through everyday practices and continuous learning to integrating EBHR into your organisation. In offering guidance for evidence‐based practice, this article underscores the connection between effective practice and organisational research.     

Robustness as a corporate objective under uncertainty

This paper examines the nature of the objective function of the firm when operating under conditions of uncertainty. Robustness is presented as a purposeful maximand for decision making both under conditions of certainty and uncertainty - a robust decision being one in which the decision maker retains the maximum flexibility with regard to future decisions after an initial decision has been made. Its incorporation within a managerial objective function provides a measurable scale for making choices between alternative courses of action, including under conditions of internal organizational conflict and environmental reaction by other decision makers.     

Micro-interaction dynamics in group decision making: Face games, interaction order and boundary work

Drawing on Goffman's face theory, this paper documents and interprets the micro interaction dynamics underlying group decision making within a consultancy task force. Our analysis suggests that decision making is an instance of strategic face-to-face behavior where individuals seek to influence each other and reach decisions by means of face-work and self-presentation tactics. Moreover, face-to-face behavior generates an ‘interaction order’ that frames the decision making situation and constrains further interactions among decision makers. We discuss the implications that can be drawn from the observed case by relating our findings to the emergent stream of studies on micro-decision making.     

基于决策者有限理性的多产品报童问题

从库存管理决策者有限理性出发,在预期理论框架下对资金约束下的多产品报童问题进行了研究,建立了考虑决策者损失厌恶、安全优先和心理账户行为下的库存决策模型,以期研究结果更加符合实际情况。     

Reason, Bounded Rationality, and the Lebenswelth

A bstract Herbert Stmon introduced the concept of bounded rationality to provide a socially sensitive perspective on decision making But he was not entrrely successful in this endeavor Specifically, he has not abandoned the as sumption of perfect rationality All he has done is to recognize that perons rational manner In this paper, and thus are incapable of acting in perfectly rational manner In this paper, the attempt is made to illustrate how Simon's position can be deepened due to the work of a host of modern writers Decistion making, in ohter words, can be made socially sensitive by understanding facts and reason to originate from the I ebensu'elt     

Stakeholders’ Attributes,Behaviors, and Decision‐Making Strategies in Construction Projects: Importance and Correlations in Practice

Project managers need to make decisions on how to balance competing claims between the different stakeholders in projects. Previous studies have suggested that the choice of decision‐making strategies is highly related to stakeholders’ attributes and behaviors in practice; however, limited studies have been conducted in the construction field to analyze the importance of stakeholders’ attributes, behaviors, and decision‐making strategies, and validate the correlations between the factors and decision‐making strategies. To analyze the underlying meanings of stakeholders’ attributes, behaviors, and decision‐making strategies from the practitioners’ perspectives, and indicate the influence of stakeholder‐related factors on decision‐making strategies, an interview, questionnaire survey, and case study were adopted. Empirical studies suggest that three stakeholder attributes (power, urgency, and proximity), and four types of stakeholder behaviors (cooperative potential, competitive threat, opposite position, and neutral attitude) are perceived by the practitioners as important to dealing with stakeholder claims. Depending on stakeholders’ salience levels and behavior types, strategies of defense, compromise, or concession/adaptation are chosen and applied by project managers in practice. The findings can help project managers to proactively understand stakeholder performance, place emphasis on particular attributes and behaviors, and formulate appropriate schemes under different circumstances.