Convergent validity of two decision making style measures

Berisha, Gentrit; Pula, Justina Shiroka; Krasniqi, Besnik A.

doi:10.11588/jddm.2018.1.43102

Cited by 4 publications

(11 citation statements)

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“…Example items include "I make decisions in a logical and systematic way" (rational style); "When making decisions, I rely upon my instincts" (intuitive style); "I use the advice of other people in making my important decisions" (dependent style); "I postpone decision-making whenever possible" (avoidant style); "I often make impulsive decisions" (spontaneous style). Previous research (Berisha et al, 2018;Gambetti et al, 2008;Loo, 2000;Thunholm, 2004) has shown that GDMS is a reliable scale, reporting high to acceptable Cronbach's alphas.…”

Section: Methodsmentioning

confidence: 95%

To behave or not to behave ethically: A question of style?

Berisha

Oliveira

Humolli

2023

Business and Society Review

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What makes people behave ethically continues to be at the forefront of business ethics research. The stylistic makeup of the decision‐maker has been suspected to influence individual ethical behavior; however, this body of research accounts only for a handful of studies. This paper investigates the influence of decision‐making styles as an individual difference on unethical behavior, independently from other personal characteristics. Covering a sample of 230 managers, we utilize the preeminent measures of these two constructs in a self‐report survey. Our results suggest that the decision‐making styles of managers do influence their ethical behavior. Whereas managers with a dominant rational or spontaneous style behave ethically, having a more intuitive or avoidant makes them behave less ethically. The results also reveal that with higher levels of education, managers become more unethical. This research conveys important implications for management practice, education, and training.

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Section: Methodsmentioning

confidence: 95%

To behave or not to behave ethically: A question of style?

Berisha

Oliveira

Humolli

2023

Business and Society Review

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“…Values for Cronbach's alphas exceed 0.9 except for the intuitive style, that scores 0.52. Previous researchers have reported values below the 0.7 threshold and argued lower scores do not necessarily indicate lack of internal consistency (Krasniqi et al, 2019;Thunholm, 2004) but rather could be explained by a lower number of items per scale, sample sizes and linguistic or cultural particularities (Berisha et al, 2018;Spicer and Sadler-Smith, 2005) Models control for a series of CEO sociodemographic attributes which may affect performance -CEO Age: number of years since the CEO's date of birth (Hsu et al, 2013) -CEO Experience: number of years the firm's CEO has been in that position, considering previous experiences in other firms Datta, 2002, 2006) (continued) introduced to capture interaction effects (Aiken and West, 1991), namely whether the effect of a specific decision-making style depends on CEO gender (see hypotheses H2b-H3b-H4b-H5b-H6b above). The terms CV i denotes a vector containing all covariates related to CEO sociodemographic characteristics, CEO personality traits and firm attributes, while μ i denotes the error term.…”

Section: Modelmentioning

confidence: 94%

“…(2) CEO decision-making style was measured using Scott and Bruce's (1995) 25-item GDMS Inventory scored on a 5-point Likert Scale (1 5 strongly disagree; 5 5 strongly agree). Multiple studies have confirmed the reliability and validity of the GDMS inventory (Allwood and Salo, 2012;Baiocco et al, 2009;Berisha et al, 2018;Galotti et al, 2006;Loo, 2000;Sager and Gastil, 1999;Spicer and Sadler-Smith, 2005) and assessed its similarities and differences with other instruments (Berisha et al, 2018;Bruine de Bruin et al, 2007;Kozhevnikov, 2007), insofar as there are multiple overlapping items among decision-making questionnaires (Leykin and DeRubeis, 2010).…”

Section: Variables 321 Dependent Variablementioning

confidence: 99%

Gender and decision-making styles in male and female managers of Chilean SMEs

Inostroza,

Sepúlveda Velásquez,

Ortúzar

2023

ARLA

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PurposeThis article aims to analyze how gender and decision-making styles of Chief Executive Officers (CEOs) of Small and Medium Enterprises (SMEs) impact the financial performance of the firms they manage.Design/methodology/approachData were obtained for 2017 for 185 SMEs in Chile, an emerging economy, including firm information, CEO's sociodemographic characteristics and CEOs' decision-making styles. Generalized Least Squares (GLS) models were estimated to explain the influence of gender and decision-making styles on firm performance, controlling for a series of covariates. To test whether gender moderates the effect of decision-making styles on firm performance, interaction terms were included. Furthermore, models were subject to several robustness procedures, with no significant differences in results.FindingsThe authors find evidence of significant relationships for both gender and the avoidant style. Likewise, the authors find evidence of interaction effects between gender and decision-making styles, particularly between gender and the dependent style.Originality/valueFindings contribute to prior research by analyzing the relationship between CEO gender and SME performance in the context of a Latin American emerging economy; by providing evidence of the impact of decision-making styles on the financial performance of SMEs; and by examining how a specific decision-making style, namely the dependent style, operates differently according to CEO gender, shedding some light on its ambiguous character as described by prior research. For policymakers and authorities, findings indicate the importance of incorporating women to SMEs and supporting their way towards higher management.

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“…However, in recent discussions, it has been proposed and is increasingly recognized that decision-making styles involve a multidimensional "dynamic" component that changes over a person's lifetime. 1,8,29,30 This proposal is based on the assumption that most people adopt the style that best fits their environmental and contextual circumstances, 8 which include the available decisionmaking time, degree of pressure in the decision-making environment, 3 and proficiency in decision-making, 31 as well as the individual's personal circumstances when making a particular decision. Therefore, people can choose to change their style or learn other forms of behavior, and can develop another style.…”

Section: Decision-making Stylesmentioning

confidence: 99%

“…Therefore, people can choose to change their style or learn other forms of behavior, and can develop another style. 32 On the basis of these multifaceted considerations, decisionmaking style refers to how individuals use the decision-making skills that they have acquired over the course of their lifetime and can be viewed from two perspectives: a dynamic concept that involves cultivated learning, 18,29,30,32 and a dynamic concept that changes in response to changes in the environment. 3,8,31…”

Section: Decision-making Stylesmentioning

confidence: 99%

Decision‐making styles of patients and general population in health care: A scoping review

Danya

Nakayama

2022

Nursing Forum

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Objective Decision‐making styles form the backbone of effective decision‐making and show promise as an important construct that warrants further attention. We investigated what is known about decision‐making styles among patients and the general population in a health care setting. Methods We used Arksey and O'Malley's framework and searched PubMed and CINAHL databases using relevant combinations of keywords and subject headings. Articles were limited to those published in English up to February 2020. Results Sixteen articles met the inclusion criteria. We found that decision‐making styles were described as role preferences or personality, psychological, and cognitive factors that influence decision‐making. In the identified studies, the evidence was scarce regarding decision‐making styles as the foundation for effective decision‐making. Moreover, most studies were vague in the description of decision‐making styles, offered little explanation of the concept, and varied substantially in the terminology, numbers, and types of decision‐making styles and measurement methods. Conclusions Decision‐making styles, as a dynamic process, have received little attention in health care and are rarely addressed in health communication research or investigations of decision‐making support. Other frameworks that are not directly related to decision‐making styles were used in most analyzed studies. Practice Implications Decision‐making styles in health care should be reinterpreted as a dynamic process that can be developed or changed.

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Convergent validity of two decision making style measures

Cited by 4 publications

References 0 publications

To behave or not to behave ethically: A question of style?

To behave or not to behave ethically: A question of style?

Gender and decision-making styles in male and female managers of Chilean SMEs

Decision‐making styles of patients and general population in health care: A scoping review

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