How Behavioral Economics Influences Management Decision-Making

2018 ◽  
Keyword(s):  
Decision Making ◽  
Behavioral Economics ◽  
Management Decision ◽  
Management Decision Making

The contribution of behavioral economics to crisis management decision-making

2017 ◽  
Vol 26 (4) ◽  
pp. 585-600
Author(s):  
John A. Parnell ◽  
William ‘Rick’ Crandall
Keyword(s):  
Decision Making ◽  
Public Relations ◽  
Behavioral Economics ◽  
Organizational Behavior ◽  
Crisis Management ◽  
Management Decision ◽  
Herbert Simon ◽  
Management Decision Making ◽  
Three Stages ◽  
Crisis Preparation

AbstractScholarly work in the field of crisis management has flourished in recent years with contributions from numerous disciplines, including strategic management, organizational behavior, public relations, risk management, and disaster management. However, the substantial and prospective applications from behavioral economics – from Herbert Simon to modern theorists – have yet to be systematically integrated into the literature. This paper presents a framework that categorizes applications from behavioral economics along three stages of the crisis management life cycle – crisis preparation, crisis action, and postcrisis. It provides insights for scholars and practitioners into the crisis decision-making process and outlines why ‘less-than-rational’ decision-making approaches often appear in crisis environments.

Centralization and Effectiveness of Reward Management in Multinational Enterprises

2018 ◽  
Vol 17 (2) ◽  
pp. 55-65 ◽  
Author(s):  
Michael Tekieli ◽  
Marion Festing ◽  
Xavier Baeten
Keyword(s):  
Decision Making ◽  
Social Identity Theory ◽  
Multinational Enterprises ◽  
Role Identity ◽  
Management Decision ◽  
Role Identities ◽  
Management Decision Making ◽  
New Perspective ◽  
Subsidiary Managers ◽  
The Relationship

Abstract. Based on responses from 158 reward managers located at the headquarters or subsidiaries of multinational enterprises, the present study examines the relationship between the centralization of reward management decision making and its perceived effectiveness in multinational enterprises. Our results show that headquarters managers perceive a centralized approach as being more effective, while for subsidiary managers this relationship is moderated by the manager’s role identity. Referring to social identity theory, the present study enriches the standardization versus localization debate through a new perspective focusing on psychological processes, thereby indicating the importance of in-group favoritism in headquarters and the influence of subsidiary managers’ role identities on reward management decision making.

Emergency management decision-making during severe weather

2006 ◽  
Author(s):  
Leigh A. Baumgart ◽  
Ellen J. Bass ◽  
Brenda Philips ◽  
Kevin Kloesel
Keyword(s):  
Decision Making ◽  
Emergency Management ◽  
Severe Weather ◽  
Management Decision ◽  
Management Decision Making

scholarly journals Towards enhanced risk management: planning, decision making and monitoring of US wildfire response

2017 ◽  
Vol 26 (7) ◽  
pp. 551 ◽  
Author(s):  
Christopher J. Dunn ◽  
David E. Calkin ◽  
Matthew P. Thompson
Keyword(s):  
Decision Making ◽  
Risk Management ◽  
Fire Management ◽  
The United States ◽  
Management Decision ◽  
Current Response ◽  
Ongoing Research ◽  
Response Strategies ◽  
Management Decision Making ◽  
Response Decisions

Wildfire’s economic, ecological and social impacts are on the rise, fostering the realisation that business-as-usual fire management in the United States is not sustainable. Current response strategies may be inefficient and contributing to unnecessary responder exposure to hazardous conditions, but significant knowledge gaps constrain clear and comprehensive descriptions of how changes in response strategies and tactics may improve outcomes. As such, we convened a special session at an international wildfire conference to synthesise ongoing research focused on obtaining a better understanding of wildfire response decisions and actions. This special issue provides a collection of research that builds on those discussions. Four papers focus on strategic planning and decision making, three papers on use and effectiveness of suppression resources and two papers on allocation and movement of suppression resources. Here we summarise some of the key findings from these papers in the context of risk-informed decision making. This collection illustrates the value of a risk management framework for improving wildfire response safety and effectiveness, for enhancing fire management decision making and for ushering in a new fire management paradigm.

Sign in / Sign up

Export Citation Format

Share Document