L’émotion et la prise de décision

Hoorebeke, Delphine van

doi:10.3166/rfg.182.33-44

Cited by 23 publications

(6 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…These results coincide with the studies of Wong and Law (2002), Dane and Pratt (2007), Van Hoorebeke (2008), Coget Haag, and Bonnefous (2009). These results can be explained by the fact that an emotionally intelligent leader seeks to build comfortable working conditions and, also, to create a climate of trust with the stakeholders.…”

Section: Empirical Validation Of the Research Hypothesessupporting

confidence: 81%

See 1 more Smart Citation

Does CEO emotional intelligence affect the performance of the diversifiable companies?

Ezzi

Azouzi

Jarboui

2016

Cogent Economics & Finance

View full text Add to dashboard Cite

This article scrutinizes the leader's emotional intelligence effect on the enterprises' performance (diversification is the main strategy). After the theoretical discussion which approaches our subject matter, we propose our research assumptions. Thus, this research attempts to answer our central question: How can emotional intelligence affect the performance of Tunisian enterprises (diversifiable companies)? Our methodology consists of two parts. The first is used to identify the data sample selection and the second is devoted to the results interpretation. The main contribution of this work is to explain how the behavioral finance (we speak about emotional intelligence) allows to present answers regarding performance of companies (which the strategy the adopted is the diversification). The results obtained from the linear regressions made on a sample of the show well the significant and positive CEO emotional intelligent on the financial, social and environmental performance.

show abstract

Section: Empirical Validation Of the Research Hypothesessupporting

confidence: 81%

“…The studies of Wong and Law (2002), Dane and Pratt (2007), Van Hoorebeke (2008), Coget, Haag, and Bonnefous (2009) show that emotional intelligence has a positive effect on performance.…”

Section: The Leaders' Emotional Intelligence Impact On the Financial mentioning

confidence: 99%

Does CEO emotional intelligence affect the performance of the diversifiable companies?

Ezzi

Azouzi

Jarboui

2016

Cogent Economics & Finance

View full text Add to dashboard Cite

show abstract

“…The findings of the study indicate a significant positive relationship between emotional intelligence and financial performance at about 5% which validates our hypothesis. This result is in line with the findings of many resarchers such as Van Hoorebeke (2008) and Wong and Law (2002). This result can be interpreted that an emotionally intelligent leader provides a comfortable working environment to the employees that such a business environment leads to increase in sales, to efficiency and to many other positive results in the company.…”

Section: Resultssupporting

confidence: 88%

“…This may lead to increase in sales, expansion of the scope of the business by diversifying the products and target markets and a better product quality. Ultimately, higher profit margin and better financial results are obtained (Van Hoorebeke, 2008). Hence, many studies point out a positive relationship between emotional intelligence and financial performance.…”

Section: Goleman Modelmentioning

confidence: 99%

Does Emotional Intelligence Have an Effect on the Success Levels of the Chief Financial Officers (CFOs)?

2023

RJFA

View full text Add to dashboard Cite

This study aims to scrutinize the effect of the emotional intelligence on the performances of the chief financial officers (CFOs). To realize this aim, first, concepts of emotional intelligence and the financial manager were illustrated. Secondly, after the theoretical debate, the answer to the research question of "How can emotional intelligence affect the performances of the selected Turkish companies?" was tried to be answered. As a result of the quantitative analysis, the findings obtained from the linear regression analysis conducted on the sample indicate a significant positive relationship between the CFO emotional intelligence and high financial business performance. This result can be interpreted that an emotionally intelligent manager seeks to build comfortable working conditions and also create a climate of trust with the stakeholders. This helps to increase productivity and sales and to obtain a higher profit margin. Thus, high emotional intelligence in financial management leads to high firm value and strong financial performance

show abstract

“…In order to understand behaviour in extreme situations we must first understand the experience, which is marked by radical changes that cannot be easily aggregated into logical arguments. Moreover, the integration of a more sensitive approach to the behaviour of others into an otherwise rational approach to decision making would appear to be a promising avenue for better management [44].…”

Section: From Decision Making To Taking Action In Extreme Situationsmentioning

confidence: 99%

Decision-Making in Extreme Situations Following the Fukushima Daiichi Accident

Travadel

2017

Resilience: A New Paradigm of Nuclear Safety

View full text Add to dashboard Cite

The Fukushima Daiichi accident raises questions about current decision-making models. Faced with an overwhelming situation, which threatened both their own lives and that of the entire population, the plant's operators were obliged to take action, despite the lack of resources. In these conditions, decision making cannot be reduced to an optimization exercise based on a range of possibilities, or the application of planned operational responses to an emergency situation. The inevitable catastrophe, the social pressure it generates, the moral dilemmas it creates and the psychological drivers for action are characteristic of an extreme situation. The action plan must therefore be reinvented and individuals mobilised to these ends. It is therefore in a broader context of 'action' that decision making takes shape, and finds its logical foundations, meaning and temporality. Understanding decision making in extreme situations first requires a grasp of the development of a specific value system (that is mediated by the physical experience of the situation) in which the individual and social representations play a central role.

show abstract

L’émotion et la prise de décision

Cited by 23 publications

References 0 publications

Does CEO emotional intelligence affect the performance of the diversifiable companies?

Does CEO emotional intelligence affect the performance of the diversifiable companies?

Does Emotional Intelligence Have an Effect on the Success Levels of the Chief Financial Officers (CFOs)?

Decision-Making in Extreme Situations Following the Fukushima Daiichi Accident

Contact Info

Product

Resources

About