Cultural values as determinants of executive attitudes on decision making: An empirical evaluation

1989 ◽  
Vol 2 (2) ◽  
pp. 35-47 ◽  
Author(s):  
Mahmoud M. Yasin ◽  
Tom Zimmerer ◽  
Ronald F. Green
Keyword(s):  
Decision Making ◽  
Cultural Values ◽  
Empirical Evaluation ◽  
Executive Attitudes

The Influence of Cultural Values on Decision Making for Others Versus for Oneself

2002 ◽  
Author(s):  
Liz M. Allgaier ◽  
Eric R. Stone
Keyword(s):  
Decision Making ◽  
Cultural Values

Rank Reversal and the VIKOR Method: An Empirical Evaluation

2018 ◽  
Vol 17 (02) ◽  
pp. 513-525 ◽  
Author(s):  
Blanca Ceballos ◽  
David A. Pelta ◽  
María T. Lamata
Keyword(s):  
Decision Making ◽  
Empirical Evaluation ◽  
Decision Problems ◽  
Multi Criteria Decision Making ◽  
Common Phenomenon ◽  
Vikor Method ◽  
Rank Reversal

Rank reversal is a common phenomenon in multi-criteria decision-making methods. It appears when the addition/deletion of new options to the alternatives’ set produces a change in the original ranking. In this contribution, we want to assess this phenomenon in the context of the VIKOR method. Using randomly generated multi-criteria decision problems, we confirmed that rank reversal existed and strongly depended on VIKOR’s parameter. Also, we observed that the influence of the number of alternatives was stronger than that of the number of criteria. Finally, although rank reversal may exist, we saw that it may not affect the top alternative of the ranking, thus potentially having a low impact.

Robustness of the a b Signal Detection Theory Model of Decision Making

2007 ◽  
Vol 51 (18) ◽  
pp. 1263-1267
Author(s):  
Ernesto A. Bustamante ◽  
Brittany L. Anderson ◽  
Amy R. Thompson ◽  
James P. Bliss ◽  
Mark W. Scerbo
Keyword(s):  
Decision Making ◽  
Monte Carlo ◽  
Monte Carlo Simulations ◽  
Signal Detection ◽  
Signal Detection Theory ◽  
Classical Model ◽  
Empirical Evaluation ◽  
Detection Theory ◽  
Theory Model ◽  
Extreme Responses

Bustamante, Fallon, and Bliss (2006) showed that the a b Signal Detection Theory (SDT) model was more parsimonious, generalizable, and applicable than the classical SDT model. Additionally, they demonstrated that both models provided statistically equivalent and uncorrelated measures of sensitivity and bias under ideal conditions. The purpose of this research was to show the robustness of the a b model for handling extreme responses. We conducted an empirical evaluation of operators' decision-making and two Monte Carlo simulations. Results from the empirical study showed that the a b model provided equivalent yet independent measures of decision-making accuracy and bias, whereas the classical model failed to provide independent measures in the presence of extreme responses. The Monte Carlo simulations showed a similar trend for the superiority of the a b model. Results from this research provide evidence to support the use of the a b model instead of the classical model.

scholarly journals The more you value, the less you practice: a study on culture and managerial discretion

2019 ◽  
Vol 27 (1) ◽  
pp. 26-50
Author(s):  
Moustafa Salman Haj Youssef ◽  
Hiba Maher Hussein ◽  
Hoda Awada
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Cultural Values ◽  
Cultural Practices ◽  
National Level ◽  
Holistic Approach ◽  
Managerial Discretion ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Content Type

Purpose The purpose of this paper is to examine cross-cultural differences in managerial discretion and the extent to which variations and interaction of cultural practices and values affect the degree of freedom in decision making that is accorded to executives. This paper offers a holistic approach to investigating culture in addition to acknowledging its paradoxical nature. Design/methodology/approach Using a panel of prominent management consultants to rate discretion across 18 countries, the authors further develop the national-level construct of managerial discretion by empirically investigating the influence of cultural practices and values on CEOs’ discretion. Findings The study reveals that cultural values moderate the relationship between cultural practices and managerial discretion for three cultural dimensions: individualism, uncertainty tolerance and power distance (PD). By adopting the logic of marginal utility, the authors also show that the more a society values individualism, uncertainty tolerance and PD, the weaker the effect of their practices on managerial discretion. Originality/value Few research has attempted to assess both cultural values and practices in relation to managerial discretion. By showing the mechanism in which culture affects the level of managerial discretion, the authors offer new theoretical insights and practical implications, overall contributing to the field of cross-cultural and strategic management. Finally, this will offer CEO’s a new perspective of leveraging culture as a tool, enhancing their decision-making capabilities in the aim of improving organizational performance.

Maya Divination: Ritual Techniques of Distributed Cognition

2016 ◽  
Vol 16 (3-4) ◽  
pp. 177-198 ◽  
Author(s):  
John J. McGraw
Keyword(s):  
Decision Making ◽  
Cultural Values ◽  
Distributed Cognition ◽  
Ethnographic Research ◽  
Cognitive Practice ◽  
Mediating Structures

Based on more than 24 months of ethnographic research among Maya ritualists in the western highlands of Guatemala, this article examines howpajooneem, ortz’ite’seed divination, facilitates decision-making and distributes cognition between client, diviner, and ritual techniques.Tz’ite’seed divination exhibits a stylized routine that draws on important ‘mediating structures,’ including the 260-day ritual calendar known throughout Mesoamerica. Because it is both a ritual and cognitive practice, Maya divination grounds decision-making in a perennially relevant set of cultural values.

Small Business Commercial Loan Selection Decision: An Empirical Evaluation

1982 ◽  
Vol 6 (4) ◽  
pp. 41-49 ◽  
Author(s):  
Nathaniel Jones
Keyword(s):  
Decision Making ◽  
Small Business ◽  
Small Businesses ◽  
Commercial Banks ◽  
Empirical Evaluation ◽  
Decision Makers ◽  
Selection Decisions ◽  
New Business ◽  
Decision Making Processes ◽  
Selection Decision

For many years, bank decision-makers and academic researchers have recognized the significance of both commercial banks and small businesses to the overall economy of America. However, there appears to be little, if any, statistically valid empirical research dealing with the decision-making processes in commercial banks which commit funds to small businesses. This article deals specifically with the decision-making process of 30 commercial loan decision-makers as they are faced with commercial loan selection decisions concerning Small Business (SBA guaranteed) new business loans.

Why do information system controls fail to prevent unethical behavior?

2016 ◽  
Vol 46 (2) ◽  
pp. 251-266
Author(s):  
Karma Sherif ◽  
Richard Pitre ◽  
Mariatu Kamara
Keyword(s):  
Decision Making ◽  
Information System ◽  
Cultural Values ◽  
Unethical Behavior ◽  
Enterprise Systems ◽  
Decisive Role ◽  
Content Type ◽  
Tone At The Top ◽  
Unethical Decision Making

Purpose The purpose of this paper is to examine the ability of enterprise systems and embedded controls to prevent unethical behavior within organizations. Design/methodology/approach The authors use a case study to explore how the configuration of information technology (IT) controls within enterprise systems and their effectiveness in preventing unethical behavior is compromised by the tone at the top. Findings The study highlights the decisive role of cultural values and leadership in moderating the relationship between IT controls and unethical behavior and the realization that ethical environments are socially constructed not enforced. Research limitations/implications The limitation of this research is that the authors conducted one case study in an institution of higher education to refute the theory that IT controls embedded within enterprise systems can prevent unethical, and thus, the results may not be generalizable to other industries. Practical implications An important implication of the research is that the configuration of information system controls is affected by the organizational culture and the ethical values embraced by top management. When the tone at the top does not emphasize the ethical code of conduct, the configuration of IT controls will be compromised leaving organizations vulnerable at all levels. Originality/value Although the authors have a wealth of knowledge on ethics and theories that explain why unethical decision-making continue to surface to the headlines, they have little explanation as to why enterprise systems fail to stop unethical behavior in organizations. This study explores technical, organizational and individual factors that contribute to unethical decision-making.

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