The Influence of Organizational Expectations on Ethical Decision Making Conflict

This study considers the ethical decision making of individual employees and the influence their perception of organizational expectations has on employee feelings about the decision making process. A self-administered questionnaire design was used for gathering data in this study, with a sample size of 245 full-time employees. The match between the ethical alternative chosen by the respondent and that alternative perceived to be encouraged by his/her organization was found to be significantly related to both feelings of discomfort and feelings of intrapersonal role conflict. Implications for these findings are discussed.     

机构设置、沟通与内部审计职能实现——基于内部审计冲突的视角

内部审计的组织地位、工作性质和活动内容等,使得内审部门与被审部门之间持续普遍存在着冲突.基于组织冲突理论分析内部审计跨部门冲突的成因,预期改变机构设置及强化沟通,可以缓解冲突并促进内审职能实现.选取内部审计信息披露相对完备的深市公司2010年~2015年数据实证检验发现,内审机构设置在董事会(审计委员会)或管理层下,更有利于监督或咨询职能的实现.而以内审信息沟通和CEO沟通能力特征衡量的内审双方的沟通,任何情形下都能直接或间接缓解冲突,有助内部审计监督和咨询职能的实现.     

存在冲突证据下的证据推理多属性决策方法

针对传统的证据推理方法对证据冲突处理能力的不足,在引入冲突参数的基础上提 出了新的证据推理算法,通过证明,新算法完全满足证据合成的4个公理。基于方案集间冲 突参数对决策结果影响差异最小化原则,提出了新的冲突参数优化模型,最后通过实例仿真 ,论证了新算法对解决证据间存在冲突时的多属性决策问题的可行性和优越性。     

Simple Decision Aids and Consumer Decision Making

To help consumers deal with increasing amounts of information, many online retailers offer simple decision aids, such as the ability to sort on a particular attribute or eliminate undesired alternatives. The authors propose that consumers use simple decision aids as substitutes for cognitive effort, potentially with adverse consequences for decision making. An experimental study shows that providing unrestricted sorting increases decision quality only when choice conflict is low; beyond a certain point, greater use of the decision aid is associated with declines in decision quality. A second study shows that that allowing consumers to sort alternatives only one time enhances decision quality and, when choice conflict is high, reduces decision effort. A third study shows that providing elimination as well as sorting tools helps mitigate the negative effects of simple decision aids. Although the availability of sorting alone hurts decision quality when choice conflict is high, decision quality under choice conflict is improved when both sorting and elimination tools are provided. Implications for retail practice are discussed.     

Mediation as an Ethical Adjunct of Stakeholder Theory

A driving force behind the evolution of the stakeholder concept is the potential of negative outcomes for an organization as the result of conflict between that organization and its stakeholders. Where conflict does arise between an organization and stakeholder how might it be resolved in a manner compatible with stakeholder theory? Applying feminist ethical theory as a theoretical basis for stakeholder theory, mediation provides an appropriate process for resolving such disputes in comparison to traditional adversarial strategies. This paper discusses the attributes of mediation, and its potential benefits as a method to resolve disputes between businesses and their stakeholders.     

Bullying in global organizations: A reference point perspective

Why does bullying occur in an organization? How will the globalization of an organization facilitate the process and encourage bullying to occur in that organization? What can be done to reduce the level/impact of bullying in an organization that is in transition? These are the focal questions addressed in this paper. Reference Point Theory (RPT) is applied to the bullying phenomena in an effort to illustrate the various reference points that can be used by the bully, the bullied, ‘others’ in the global organizations, as well as the management of the organization. The divergent reference points used by individuals in the organization can encourage bullying to occur and make attempts to reduce the resulting conflict much more difficult to implement. The paper develops a process to reduce the level of bullying during the transition to global organization and to limit the impact of bullying events that do occur in the organization.     

Electronic Meetings and Intense Group Conflict: Effects of a Policy-Modeling Performance Support System and an Audio Communication Support System on Satisfaction and Agreement

Ad-hoc decision teams were used to examine the effects of an electronic meeting system (EMS) on group satisfaction and agreement. The decision task provoked intense conflict of values. The EMS had two core features - a policy-modeling group performance support system (incorporating structured decision methods and computer-supported cognitive feedback using Multi-Attribute Utility Analysis and Social Judgment Analysis), and an audio-based group communication support system (allowed dispersed members to communicate by voice). Policy groups reached higher agreement than conventional decision-making groups, apparently due primarily to the structure for cognitive-conflict tasks that was imposed on group discussion rather than computer-supported cognitive feedback displays. Audio groups were more satisfied with the conflict process than face-to-face groups. Decision agreement was equivalent across the two media. These audio effects for a highly equivocal task represent a further challenge to media richness theory.     

Making choices under conflict: The impact of decision frames

How do people make choices when they see two equally positive versus two equally negative decision alternatives? The cancel-and-focus hypothesis argues that when people see options in a sequence, they tend to overweight the unique attributes of the first alternative. This leads to the prediction that when both options are positive (approach–approach conflict), the first option is preferred more but that if they are both negative (avoidance-avoidance conflict), the first option is preferred less. Based on recent research, we argue that this finding may be contingent on an unrecognized compatibility confound with the decision frame of choosing versus rejecting. In this research, we argue that the choice biases predicted by the cancel-and-focus hypothesis will be more pronounced when the decision frame (choose/reject) is incompatible with the valence of the alternatives (reject–positive and choose–negative) because such incompatibility increases processing motivation. We report two studies with varying operationalizations of decision conflict which find that cancel-and-focus effects are more pronounced under incompatibility. Taken together, these findings suggest that conflict effects are better understood by accounting for the decision frame as well.     

Human–machine trans roles conflict in the organization: How sensitive are customers to intelligent robots replacing the human workforce?

In organizations facing digital transformation, intelligent technologies are starting to replace the human workforce. At present, managers delegate tasks to an artificial agent and rarely consider the customer reception of such decisions. This arouses tensions between the main stakeholders of the organization. This paper shows that the rash adaptation of the digital workforce may be perceived as an irresponsible innovation that brings negative consequences for companies. If a task is regarded by customers as dedicated to humans, and managers delegate it to machines, a new type of conflict – human-machine trans roles conflict (HMTRC), appears. This paper intends to show that customers are sensitive to HMTRC. This research uses quantitative methods and consists of three stages. First, people were asked to indicate which tasks in an organization should be performed by (a) humans and (b) machines. According to these results, two leaflets for customers were designed (low vs. high HMTRC). In the second stage, standard procedures were used to construct a scale measuring customer reactions to HMTRC on three dimensions: cognitive, emotional and behavioural. Ultimately, the scale and two leaflets were used to check how customers react to different intensities of HMTRC. The research results show that customers are aware when HMTRC occurs and perceive it negatively (cognitive response). Moreover, it evokes negative emotions (emotional response) and prompts customers to take action against the company in which this conflict takes place (behavioural response). The practical contribution of this research is the three-dimensional scale. It may predict customers' reactions to task delegation with different intensities of HMTRC and help build a technologically sustainable organization.     

组织冲突论视角下的管理控制

自管理学诞生以来,组织始终是管理研究的重要内容之一。传统管理学将计划与目标作为理解组织的核心概念,认为没有明确的目标,管理工作就是无计划的。而在组织冲突论的视角下,管理控制在管理过程中才真正具有核心地位。冲突论认为,尽管组织是由于克服个人的局限而被建立起来的,但是组织一旦被建立,冲突就不可避免。由于利益的对立,管理层的目标和被管理层的目标总不会是完全统一的,控制就是保证管理层的目标得以全部或部分实施的手段的总称。组织是控制的工具,组织结构的设计要服从于“更好地实施控制”这一中心环节。     

Conflict,Participative Decision‐Making,and Generational Ownership Dispersion: A Multilevel Analysis*

This study examines how participative decision‐making and generational ownership dispersion affect conflict in a sample of privately held U.S. family firms. Our study utilizes a hierarchical linear model approach to investigate “cross‐level” effects between variables from different levels of analysis. Participative decision‐making among family members was found to be associated with cognitive and relationship conflict. Furthermore, the relationship between participative decision‐making and conflict as individual‐level variables was moderated by generational ownership dispersion, a firm‐level variable. When ownership was dispersed through multiple generations, participative decision‐making was found to be positively related to cognitive and relationship conflict; however, in one‐ and two‐generation ownership firms participative decision‐making was found to be negatively related to cognitive and relationship conflict.     

团队内冲突对团队决策质量和满意度影响的实证研究

Conflict is a pivotal variable influencing team decision performance. This article reviewed literature on intragroup conflict and studied how different types of conflicts affect perceived team decision quality and satisfaction. We conducted a survey on 156 managers and found that the task-relationship conflict dimensions are also valid in the Chinese context. We also found that both task conflict and relationship conflict are negatively related to team members’ decision satisfaction. Relationship conflict acts as a mediator between task conflict and decision satisfaction. __________ Translated from Guanli pinglun 管理评论 (Management Review), 2007, 19(7): 10–15     

Organizing for Commons-Enabling Decision-Making Under Conflicting Institutional Logics in Social Entrepreneurship

Social entrepreneurship develops innovative opportunities and solutions aimed to (re)generate the common good. This emerging organizational form poses unprecedented challenges to group decision and negotiation studies. This article leverages conceptual tools from the literature on the commons and institutional logics as it explores the organizational conditions of social entrepreneurship that trigger commons-enabling decision-making in its organizational field. Through an inductive analysis of a longitudinal case, this study proposes a model that highlights the critical role of the bridging organization that can be introduced by the social entrepreneur in a previously fragmented organizational field. This bridging organization is in the condition to develop an innovative co-creation logic that can serve as a common ground to enable collaboration between actors from diverse and even conflicting institutional logics. The proposed model suggests that a practice-driven path to the construction of such a common ground for decision-making is more effective than a disclosure-driven path, which is based on classical conflict analysis techniques. The ICT-enabled activity system developed by the social entrepreneur injects transparency and traceability into a previously opaque field, thus creating the conditions for distributed, flexible, and complementary sense- and decision-making processes that develop and protect the commons.     

Integrating an Option-Oriented Attitude Analysis into Investigating the Degree of Stabilities in Conflict Resolution

Despite the influences on one’s thoughts and actions, the attitude has usually been overlooked in conflict analysis. The purpose of this paper is to develop a new systematic methodology for the graph model for conflict resolution that can be employed to study real-world conflict situations and gain enhanced insights. More specifically, the proposed method starts with the development of an expanded option-oriented preference structure that is derived from decision makers’ attitudes toward others. Then based on this attitude-driven preference structure, the general concepts of stabilities are extended to contain the definitions of different degrees of stabilities under attitude. In addition, the proposed method is embedded in a decision support system, called NUAAGMCR, to facilitate the analytical process. Through a detailed case study of the two-stage environmental conflict of post-Fukushima controversy in Japan, the predicted resolutions are demonstrated to be more accurate and stable than those derived by the general stability analysis.     

Explorative Nature of Negotiation in Participatory Decision Making for Sustainability

Land use planning and policy making for environmental systems involve uncertainty, long time scales, and complex socio-natural systems and processes; most decisions are often characterized by conflict and tension and give rise to disagreements which are widely considered and managed as disagreement about socio-environmental values. Although the growing acceptance of participatory models in environmental planning and policy making is forcing the public authorities to implement participatory mechanisms, participation practices are not showing much effectiveness in reducing conflict and tension. This paper argues that negotiation approaches in participatory decision making often pose the attention on disputing actors and their related values (in the field of environmental planning, on socio-environmental values) thus amplifying the risk for conflict to sharpen. Participation practices, in fact, often use Decision and Conflict Analysis models as means to disclose structures of parties’ values and preferences to parties themselves, thus risking to enhance sources for conflict and tension. In this article, participation is conceptualized as an exploration process looking for decision ‘opportunities’ which allow transforming participatory decision making into operational collaboration. To illustrate the discussion we present a case of participatory decision making process in the Torre Guaceto wetland, a Natural Reserve in Southern Italy. The process refers to the formulation of the land use plan and is analysed by the application of a cognitive model. The analysis shows how the negotiation process evolves from a conflict to collaboration and becomes centred on the content of the decision rather than the social and environmental values involved.     

Decision making under conditions of conflict

A real-world application is employed to explain three general types of decision situations that can arise under conditions of conflict. In addition, meaningful connections and relationships among these areas of decision making are clearly pointed out. To permit useful decision technologies to be employed by practitioners for better understanding and for resolving a variety of actual decision problems, a range of flexible decision support systems is discussed. Subsequently, interesting research developments contained in the upcoming sequence of 12 articles on decision making under conflict are summarized and compared. The research articles not only present unique approaches to decision making involving multiple participants, each of whom may have multiple objectives, but suggest a variety of challenging research problems to be investigated in the future.     

Perceived conflict avoidance by managers and its consequences on subordinates' attitudes

Conflict handling by managers gives rise to significant emotional and cognitive experiences for affected employees and has far‐reaching effects on the effectiveness of a group and an organization. In this conceptual paper, we argue that despite many claims made by managers in their self‐reports that they engage in either dominant or compromising conflict‐handling strategies when managing conflict within a group, they may be perceived by employees as adopting neglect or avoidance behaviors. We examine how such perceived managers' avoidance styles could influence employees' perceptions with regard to justice, trust, and politics within an organization.     

A Model of Ethical Decision Making: The Integration of Process and Content

We develop a model of ethical decision making that integrates the decision-making process and the content variables considered by individuals facing ethical dilemmas. The process described in the model is drawn from Janis and Mann’s [1977, Decision Making: A Psychological Analysis of Conflict Choice and Commitment (The Free Press, New York)] work describing the decision process in an environment of conflict, choice and commitment. The model is enhanced by the inclusion of content variables derived from the ethics literature. The resulting integrated model aids in understanding the complexity of the decision process used by individuals facing ethical dilemmas and suggests variable interactions that could be field-tested. A better understanding of the process will help managers develop policies that enhance the likelihood of ethical behavior in their organizations. Roselie McDevitt Sc.D. is Assistant Professor of Accounting at␣the Charles F. Dolan School of Business at Fairfield University in Fairfield, Connecticut. Dr. McDevitt teaches financial and managerial accounting. Her Primary areas of research are accounting education and accounting ethics. Catherine Giapponi is an Assistant Professor of Management at the Charles F. Dolan School of Business at Fairfield University in Fairfield, Connecticut. Dr. Giapponi teaches courses in management, organizational behavior, and strategy. Her primary areas of research are corporate governance and business ethics. Cheryl Tromley, Ph.D., is a Professor of Management at␣Fairfield University where she has taught management, organizational behavior, organizational communication, organizational␣culture, organization development, and diversity for 19 years. She has co-authored two editions of the text ``Developing Managerial Skills in Organizational Behavior'␣as well authored or co-authored a significant number of professional articles and presentations related to management and management education.     

Firm Status and Evaluators’ Trust: The Many Ways to Trust a Firm

The decision to trust encompasses evaluation of multiple information cues that are used by evaluators to make inference about the trustee’s qualities and capabilities. The information about the social status of the trustee firm is one of such cues available to evaluators. Yet the relationship between perceived social status of the trustee and the evaluator’s trust remains underexplored. In two experimental studies, we (1) find a non-linear relationship between a firm’s status and the evaluator’s trust, and (2) test theorized mechanisms that can explain this relationship. The paper reveals that firms having low, middle, and high status are not only trusted differently, but are trusted for different reasons: qualities, such as perceived benevolence and integrity, mediate higher trust for middle-status firms, while trust for high-status firms is mediated by ability and integrity. The findings thus suggest that in the assessment of an organization’s trustworthiness, the relative importance of a particular virtue, such as ability, benevolence, or integrity, varies depending on the status position of that organization.