Are interactive decision aids better than passive decision aids? A comparison with implications for information providers on the internet

While much has been made of the ocean of information available on the Internet, much less emphasis has been placed on how Web surfers might actually be able to process it. This article compares an interactive (user-inputted attribute importance weights) linear computer–assisted decision aid (CADA) format with three passive CADA formats in two studies. The decision environments for these tests are difficult, involving 20 to 30 brands rated on 6 attributes, one of which is negatively correlated with the others. Because the Linear CADA rank order is based on user-inputted attribute weights, it is expected to be more in concordance with the user's preference and hence is predicted to offer higher decision quality and be better liked than the passive formats. Contrary to expectations, however, a passive Equal Weight format performed as well or better than the Linear format on all objective and subjective comparison criteria, while the other two passive formats were not significantly worse on several decision quality criteria. The implications of these findings for information providers on the Internet are also discussed.     

Is spousal decision making a culturally situated phenomenon?

The research reported here examines the underlying personality antecedents for marital power in purchase decision making. Taking the stance that spousal decision making is a culturally situated phenomenon, the research was conducted in India, a culture vastly different from the one in which the existing antecedents of power were established. Data were collected via participant observation and multiple, in‐depth ethnographic interviews and analyzed by a constant comparative method. Contrary to popular impression, this article finds that Indian wives wield considerable decision‐making power. Further, the findings reported here argue that that a spouse's personality traits will largely dictate his or her relative influence in decision making. © 2000 John Wiley & Sons, Inc.     

The effectiveness of coupons on the restaurant consumers’ purchase decision

Coupons have been used as promotional and marketing campaigns with the key objective of boosting sales through new customers or bringing back existing ones (Venkatesan & Farris, 2012). Coupons are distributed to consumers through digital formats, smartphone applications, and print formats (Restaurant Business, 2015). The focus of this research is to examine the effectiveness of coupons as a marketing contrivance on the restaurant consumers’ purchase decision including the most efficient mode of transfer. A cross-sectional survey⁴ was used and collected from 247 participants. Frequency distributions, cross-tabulation, chi-square, and independent sample t-tests were used to assess consumer motivations, behaviors, and attitudes toward coupons.     

The effect of decision makers’ time perspective on intention–behavior consistency

This research demonstrates that decision makers?? time perspective??a cognitive, temporal bias that leads people to overemphasize the past, present, or future in their decision making??systematically influences self-reported behavioral intentions and thus intention?Cbehavior consistency for distant-future behaviors. Whereas present-hedonistic individuals overstate their intentions, present-fatalistic individuals understate theirs, so both types exhibit low intention?Cbehavior consistency. Future time-oriented individuals instead exhibit high intention?Cbehavior consistency because they are less likely to overstate their intentions. The findings are contributed to decision makers?? time perspective influencing the construal of distant-future behavior when reporting behavioral intentions. Accounting for decision makers?? time perspectives helps improve predictive accuracy and may change insights obtained from causal models that use self-reported intentions as a proxy for actual, distant-future behavior.     

Sustainability accounting for companies: Catchphrase or decision support for business leaders?

“Sustainability accounting” and related terms are being used with greater frequency at academic conferences and in corporate practice. This raises the question of the relationship between accounting and sustainability and the role of accounting for sustainability, as well as what could be understood by sustainability accounting. The paper reviews the literature on sustainability accounting from an information management perspective and distinguishes different interpretations of sustainability accounting.     

Means or ends? Ethical decision frameworks in the Western Australian Public Service

The paper analyses results from a questionnaire-based survey of ethical behavior of members of the Western Australian Senior Executive Service. Relating to definitions of deontology (duty) and teleology (ends over means) the study examines the validity of three hypotheses on ethical behaviour/decision making frameworks. Longitudinal data is related to the 1983–90WA Inc period. The study establishes that SES managers apply ethical frameworks in order to understand the meaning of: ethical behaviour and that there are groups of managers with distinct understandings of what constitutes ethical behavior which is reflective of particular ethics theories. Three groups of managers are identified: (1) emphasises teleology (2) focuses on external influences (rules, standards and codes) and (3) encompasses both teleology and external influences and, to a lesser extent deontology. Only this latter group is regarded as having an appropriate repertoire of potential responses to any given ethical dilemma. There is no support for the view that those beginning employment in the public service post 1984 adversely affected the ethical decision making frameworks of other senior managers.Allan Peachment holds a doctorate from Lancaster University and is a National Fellow of the Royal Institute of Public Administration of Australia. For co-authors, Geoff Soutar, Margaret McNeil and Caron Molster, see other papers.     

A lack of insight: do venture capitalists really understand their own decision process?

What decision criteria do venture capitalists (VCs) use to make their investment decisions? This question has received much attention within entrepreneurship literature (i.e.,Wells 1974; Poindexter 1976; Tyebjee and Bruno 1984; MacMillan, Seigel, and Subba Narasimha 1985; MacMillan, Zeman, and Subba Narasimha 1987; Robinson 1987; Timmons et al. 1987; Sandberg, Schweiger, and Hofer 1988; Hall and Hofer 1993; Zacharakis and Meyer 1995) for a number of reasons. First, VC-backed ventures achieve a higher survival rate than non-VC-backed businesses (Kunkel and Hofer 1990; Sandberg 1986; Timmons 1994). Second, a better understanding of the decision process may lead to even better survival rates. Finally, entrepreneurs seeking venture funding benefit if they understand what factors are most important to the VC.Although past research has greatly contributed to our understanding of the decision, it may be biased and somewhat misleading. The majority of past studies rely on post hoc methodologies (e.g., interviews and surveys) to capture the decision process. Post hoc methods assume that VCs can accurately relate their own decision processes, but studies from cognitive psychology suggest that people, in particular experts, are poor at introspecting. Introspection is subject to rationalization and post hoc recall biases. Using social judgment theory and the associated lens model as a framework, the current study investigates how well VCs introspect about their own decision process and, by extension, whether the past research efforts are biased.The current research uses policy capturing, a real-time method common in cognitive psychology, to capture the VC's “actual theories in use” versus their “espoused theories” (Hitt and Tyler 1991). Policy capturing requires that VCs make a series of real-time decisions based on various information factors. Regression analysis of each VCs' decision captures how important each of the information factors is to her/his actual decision process. After the VCs make their decisions, they provided a weighting of how they believe they used the information factors. Comparing the captured decision policies to stated decision policies provides a measure of VC insight.The findings suggest that VCs are not good at introspecting about their own decision process. Even within the confines of a controlled experiment, which greatly reduces the amount of information considered, VCs lacked strong understanding of how they made decisions. Most decision-makers would like to have all relevant information available for their decision. However, as more information becomes available, insight diminishes. Finally, this study finds that VCs are very consistent in their decision process, even though they do not necessarily understand how they make their decisions.VCs face a plethora of information when making an investment decision (i.e., business plan, outside consultants, due diligence, etc.). It may be difficult for VCs to truly understand their intuitive decision process because of all the noise caused by this information overload. This lack of systematic understanding impedes learning. VCs cannot make accurate adjustments to their evaluation process if they do not truly understand it. Therefore, VCs may suffer from a systematic bias that impedes the performance of their investment portfolio. The methodology used in this experiment can be modified and used as a training tool for active VCs. In addition, the consistent nature of VC decision-making (even if they do not have a strong understanding of that process) is favorable to the development of decision aides. Decision aides can minimize the danger of salient information (e.g., the lead entrepreneur is a winner) clouding the VC's judgment.Past research also needs to be interpreted in a new light. Although VCs undoubtedly use some of the information cited in past studies, the relative importance of that information needs to be reevaluated. VCs may not, for instance, rely most on the background of the entrepreneurial team. In addition, it is likely that the past studies provide more information factors than VCs actually use. People have a tendency to overstate the information they believe they relied upon and to use far less information (typically three to seven factors) to make a decision than they actually think they use. The methodology used in this experiment has the potential to identify the more relevant information factors cited in previous work.Even though VCs are experts in the new venture funding realm, their decision process has room for improvement. Almost 40% of all backed ventures fail to provide a return to the VC. Considering the billions invested each year, a modest improvement in the failure rate can have a substantial impact on venture portfolio returns. That improvement starts by better understanding the decision process. This study is a step in that direction.     

The role of a municipality’s financial health in a firm’s siting decision

When deciding where to locate a new facility, a firm needs to consider the financial health of the municipality where its activities will take place. Unless it sites its facility in a financially viable community, a firm is putting a substantial investment at risk. Despite the importance of this issue, many firms pay insufficient attention to a municipality’s financial condition. Instead, they focus on matters such as the tax rate, the quality of the school system, or the absence of regulatory constraints. All of these features are important, but unless a municipality is financially healthy, they can evaporate before a company has attained its expected return on investment. There are 5 financial statements and 10 financial ratios that can be used to create a financial health template, which can help a firm to assess a municipality’s financial strength, or its counterpart financial weakness. The template goes beyond the debt-repayment focus of credit rating agencies to matters such as financial autonomy, cash flows, and borrowing capacity. We use data from three cities—Barcelona, Dublin, and Detroit (pre- and post-bankruptcy)—to demonstrate the template’s ability to facilitate comparisons among cities that are in different countries and that use different accounting systems.     

China says “regret” about U.S. decision on China safeguard investigation on vehicle tires

China is “deeply regret” about the affirmative determination made by the U.S. International Trade Commission （ITC） on China safeguard investigation involving certain passenger vehicles and light truck tires, government spokesman said on June 19.     

How ‘social’ are social media? A cross-cultural comparison of online and offline purchase decision influences

Traditional word of mouth (WOM) involves personal communications among family, friends, and others. Today, social media sites like Facebook offer the possibility of electronic word of mouth (eWOM), a mediated form of WOM. Little is known about the best way for marketers to use social media. Even less is known about international differences in consumer usage of social media and how eWOM influences consumer decision-making. This study helps address that research gap and uses cultural dimensions to compare the use of social media and other information sources for consumer decision-making across 50 countries. The results indicate that the use of information sources that influence online purchase decisions strongly varies by culture. For example, relationship-oriented collectivists rely to a greater extent than individualists on social media, which are an alternative for interpersonal WOM communication. Interestingly culture affects the influence of social media on purchases differently than the influence of traditional WOM through family or friends. Furthermore, there are major differences in online complaint behavior by country, due to cultural variations.     

Is transparency a good thing? How online price transparency and variability can benefit firms and influence consumer decision making

The internet has empowered consumers and changed the way they search and shop for products and services by increasing the availability and transparency of pricing and other comparative information. However, what is less clear from a managerial perspective is just how transparent pricing information should be. While it might seem that increasing price transparency would reduce consumer search, we find that it may actually increase search and delay. In this article, we review the use of firms’ application of price transparency in practice and propose that specific types of information can influence how transparent prices are to consumers, and how such transparency can influence consumer decisions in a way that is beneficial for the firm. We focus on a specific form of transparency: whether or not the consumer knows the range of pricing. We also discuss whether a high variability pricing approach versus a low variability pricing approach influences consumer decision making—and whether this influence is moderated by transparency.     

The default heuristic in strategic decision making: When is it optimal to choose the default without investing in information search?

Many studies have shown that decision makers have a tendency to choose the default or standard action among several possible actions. The article develops a model to explore under what conditions it is optimal for a firm facing a strategic decision problem to choose the default action without investing in obtaining more information that allows a more accurate decision. The model shows that the strategy to follow the default without additional information (“the default heuristic”) is more likely to be optimal when the cost of obtaining information is higher, and when the variation in possible outcomes is lower. The model also analyzes the optimal level of information search, showing that if the firm chooses to obtain information at all, it will invest in more accurate information when the cost of obtaining information is lower and when the variation in possible outcomes is lower.     

When do B2B brands influence the decision making of organizational buyers? An examination of the relationship between purchase risk and brand sensitivity

The dominant perspective on organizational buying behavior suggests that buyers tend to rely on objective criteria when making product choice decisions and that the potential influence of subjective cues, such as brands, on buyer decision making decreases with increasing risk. An alternative perspective, confirmed in this study by in-depth interviews with various managers, suggests that brands serve as a risk-reduction heuristic, whereby the influence of brands on decision making increases as a function of risk. Building on risk and information processing theories, this research builds on these complementary perspectives to propose that risk and brand sensitivity relate in a U-shaped manner, where brand sensitivity is highest in relatively low- or high-risk situations. The results of scenario- and survey-based field studies—involving 206 and 180 members of buying centers, respectively—suggest that both perspectives have merit and support the proposed nonlinear relationship. Moreover, the findings reveal that the risk-brand sensitivity relationship is moderated by competitive intensity, such that the linear (negative) and quadratic (positive) effects are stronger when competitive intensity is low.