Information processing style and decision making

Leonard, Nancy H.; Scholl, Richard W.; Kowalski, Kellyann Berube

doi:10.1002/(sici)1099-1379(199905)20:3<407::aid-job891>3.3.co;2-v

Cited by 29 publications

(34 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The information processing theory has been applied at the individual (e.g., Leonard, Scholl, & Kowalski, 1999;Wang & Chan, 1995) and organizational levels of analysis (e.g., Egelhoff, 1991). Consistent with our approach to CEO attributes as an individual level construct, the current study applies the information processing theory at the individual level.…”

Section: Upper Echelons and Information Processing Theoriesmentioning

confidence: 76%

Internationalization and firm performance of SMEs: The moderating effects of CEO attributes

Hsu

Chen

Cheng

2013

Journal of World Business

360

359

View full text Add to dashboard Cite

Section: Upper Echelons and Information Processing Theoriesmentioning

confidence: 76%

Internationalization and firm performance of SMEs: The moderating effects of CEO attributes

Hsu

Chen

Cheng

2013

Journal of World Business

360

359

View full text Add to dashboard Cite

“…The information-processing theory considers that the individuals' ability to process information has limitations and that the data-collection context influences the interpretation process. Thus, the influence on the cognitive structures, including the global mindset, limits data processing (Giaglis & Fouskas, 2011;Leonard, Scholl, & Kowalski, 1999). Finally, the internalization theory aims to understand the type of internal organization, the company's boundaries, and the company's relationship with the external environment.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Global mindset, cultural context, and the internationalization of SMEs

Felício

Meidutė

Kyvik

2016

Journal of Business Research

View full text Add to dashboard Cite

“…Cloninger (1991Cloninger ( , 1994 developed what he terms a "unified biosocial" theory of personality based on a combination of natural factors (genetic and biological) and learned factors (character dimensions); also see Maggini et al (2000). Leonard et al (1999) argue that while individuals may have a dominant decision making style, their actual decision making behaviors are influenced by the demands of the situation. Thus, the true test of the legitimacy of the researched methods would be to validate them against actual decision-making behaviors.…”

Section: Introductionmentioning

confidence: 99%

Decision making process: typology, intelligence, and optimization

Malakooti

2010

J Intell Manuf

View full text Add to dashboard Cite

Decision making is concerned with evaluating and/or ranking possible alternatives of action. In this paper, we develop a model for the process of decision making. Understanding the decision process can provide insights into how humans make decisions, understand their decision making approaches, and how they differ from each other. We believe that decision makers who are conscious of their decision process types can make more effective and balanced decisions. In this paper, we present a new decision process model based on the following four dimensions where each dimension is defined by two opposing types: Information Processing (Concrete and Abstract), Alternative Generation (Adaptive and Constructive), Alternative Evaluation (Moderate and Bold), and Decision Closure (Organized and Flexible). Furthermore, an approach for assessing each of the four decision process types by a mathematical function is presented. In a much boarder scope than decision making, these assessed functions can be used to evaluate and rank alternatives. The decision process model can also be used in conjunction with multiple criteria decision making and multiple objective optimization. The model can also be used to explain the reasons that the classical decision making models fail to describe real decision makers' behavior, and mistakenly label such behavior as irrational. The proposed decision process model can be used for developing new behavioral, rational, and intelligent decision making theories and approaches. Extensions of this work may include group decision making, organizational decision making, team formation, and risk behavior analysis. Experimental results of over four hundred engineering students are reported. A web site has been developed for users (http://car.cwru.edu/decision/). KeywordsDecision behavior · Intelligent decision making · Multi-dimensional decision process · Dynamic decision making · Irrational decision making · Multiple criteria decision making · Multiple objective optimization IntroductionThe process of decision making is multi-faceted and involved. At times this process occurs naturally and spontaneously; at other times, it may be intricately planned with much forethought. There are many factors that contribute to this process including personality attributes, temperaments, past experiences, and external factors. Decision making is the most complex human behavior. In order to improve the effectiveness of decision making, we have developed a new model for characterizing the decision making process and how different people make different decisions. We provide a set of characteristics for identifying decision making types. Understanding these types helps decision makers understand and be aware of their own preferential decision making behaviors versus those of others. In the context of decision making, "Know thyself" is about becoming more conscious about how one makes decisions. It helps one to find a model that can closely describe the decision maker's behavior. By knowing the processes of decision making and...

show abstract

Information processing style and decision making

Cited by 29 publications

References 0 publications

Internationalization and firm performance of SMEs: The moderating effects of CEO attributes

Internationalization and firm performance of SMEs: The moderating effects of CEO attributes

Global mindset, cultural context, and the internationalization of SMEs

Decision making process: typology, intelligence, and optimization

Contact Info

Product

Resources

About