Environmental Values and the Social Amplification of Risk: An Examination of How Environmental Values and Media Use Influence Predispositions for Public Engagement in Wildlife Management Decision Making

2011 ◽  
Vol 24 (3) ◽  
pp. 276-291 ◽  
Author(s):  
Philip S. Hart ◽  
Erik C. Nisbet ◽  
James E. Shanahan
Keyword(s):  
Decision Making ◽  
Wildlife Management ◽  
Public Engagement ◽  
Media Use ◽  
Environmental Values ◽  
Management Decision ◽  
Social Amplification Of Risk ◽  
The Social ◽  
Management Decision Making ◽  
Social Amplification

Gender and Citizen Participation in Wildlife Management Decision Making

2004 ◽  
Vol 17 (5) ◽  
pp. 395-411 ◽  
Author(s):  
MELISSA L. ANTHONY ◽  
BARBARA A. KNUTH ◽  
T. BRUCE LAUBER
Keyword(s):  
Decision Making ◽  
Citizen Participation ◽  
Wildlife Management ◽  
Management Decision ◽  
Management Decision Making

scholarly journals Ratcheting up Rigor in Wildlife Management Decision Making

2020 ◽  
Vol 44 (1) ◽  
pp. 29-41
Author(s):  
Angela K. Fuller ◽  
Daniel J. Decker ◽  
Michael V. Schiavone ◽  
Ann B. Forstchen
Keyword(s):  
Decision Making ◽  
Wildlife Management ◽  
Management Decision ◽  
Management Decision Making

scholarly journals Incorporating Structural Models into Research on the Social Amplification of Risk: Implications for Theory Construction and Decision Making

Risk Analysis ◽  
1993 ◽  
Vol 13 (6) ◽  
pp. 611-623 ◽  
Author(s):  
William J. Burns ◽  
Paul Slovic ◽  
Roger E. Kasperson ◽  
Jeanne X. Kasperson ◽  
Ortwin Renn ◽  
...  
Keyword(s):  
Decision Making ◽  
Structural Models ◽  
Theory Construction ◽  
Social Amplification Of Risk ◽  
The Social ◽  
Social Amplification

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.

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