This paper proposes a revised version of the original Domain-Specific Risk-Taking (DOSPERT) scale developed by Weber, Blais, and Betz (2002) that is shorter and applicable to a {broader range of ages, cultures, and educational levels}. It also provides a French translation of the revised scale. Using multilevel modeling, we investigated the risk-return relationship between apparent risk taking and risk perception in 5 risk domains. The results replicate previously noted differences in reported degree of risk taking and risk perception at the mean level of analysis. The multilevel modeling shows, more interestingly, that within-participants variation in risk taking across the 5 content domains of the scale was about 7 times as large as between-participants variation. We discuss the implications of our findings in terms of the person-situation debate related to risk attitude as a stable trait.

For military personnel, the post-deployment period can be associated with changes affecting their quality of life, the quality of their close relationships, and their attitudes concerning their military careers. There is, however, little published research concerning this process, and a major weakness of the previous work is the lack of an established measuring instrument. This article describes the development of the Army Post-deployment Reintegration Scale assessing the attitudes of military personnel in three key areas. Study 1 found support for a multidimensional model of post-deployment reintegration attitudes. Study 2 refined the dimensionality of the model to the positive and negative aspects of personal, family, and work reintegration and reduced the length of the scale to 36 items and provided preliminary evidence of its factorial validity and internal consistency reliabilities. Finally, in Study 3, the subscales were correlated in predicted ways with personal-and organizational-level outcomes (e.g., posttraumatic stress disorder [PTSD], organizational commitment).

 This paper investigates the effect of decision-makers' culture on their implicit choice of how to make decisions. In a content analysis of major decisions described in American and Chinese twentieth-century novels, we test a series of hypotheses based on prior theoretical and empirical investigations of cross-cultural variation in human motivation and decision processes. The data show a striking degree of cultural similarity in the relationships between decision content, situational characteristics and the decision mode(s) employed, but also support several hypotheses about cultural differences. As predicted, Chinese decision-makers more frequently used role-based logic (a form of recognition-based decision-making) to arrive at decisions, by virtue of their greater awareness of and need for relational obligations. The hypothesis (based on conjectures about Chinese thinking style and personality differences) that Chinese decision-makers would show more rule-and case-based decision-making (two other variants of recognition-based decision-making) than decision-makers in American novels was also supported. After controlling for other predictor variables, there also was support for the hypothesis (based on comparative analyses of Chinese and Western philosophy) that analytic modes which base decisions on the calculation of best consequences would be used less frequently by Chinese decision-makers. There was no evidence of greater prevention focus in Chinese decisions. These and other observed cultural similarities and differences in the dynamics of decision mode selection have implications for the study and practice of decision-making in managerial settings.Actions taken by an organization are frequently the direct consequence of a decision made by one or more of its managers. Line managers decide to initiate discussion about a new product to be added to the company's offerings. Top-level management teams choose between two mutually exclusive capital investment initiatives. Human resource managers select the subset of employees in a depart- ment that will be laid off as the result of the CEO's decision to downsize the company. Managerial decisions involve considerations on different outcome dimensions (e.g. finances, ethics) and differ on more abstract dimensions, such as their importance, time urgency, degree of risk or uncertainty and potential for interpersonal conflict. Decision-makers differ on demographic dimensions such as age, gender and ethnicity, and on personality dimensions. How do variables like personality, time pressure or decision topic affect how decisions are made? And how should different ways of making decisions be characterized?Behavioural decision research over the past two decades has shown that people arrive at decisions in qualitatively different ways; that is, they use decision modes that employ very different cognitive and affective processes. Analytic strategies, which include both prescriptive and heuristic versions of cost-benefit based decision-making, have received the vast ma...

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