Social Preferences as an Individual Difference in Offender Decision-making

2018 ◽  
Vol 56 (1) ◽  
pp. 129-169 ◽  
Author(s):  
Chae M. Jaynes ◽  
Thomas A. Loughran

Objectives: We examined the relationship between social preference game behavior and offender status and tested whether this relationship was attributed to genuine prosocial preferences or confounded by individual differences in future orientation, sensation seeking, and risk-taking. Methods: Offender and nonoffender samples played the dictator and ultimatum games. Ordered and generalized ordered logistic regression models were used to test the hypothesis that when compared to nonoffenders, offenders would demonstrate increased self-interest, while also considering competing theoretical mechanisms. Results: Offenders appeared to be more self-interested as indicated by smaller offers in the dictator game. This relationship, however, was attributed to differences in future orientation between the two groups rather than differences in social preferences. Net of demographic controls and competing theoretical mechanisms, however, offenders made smaller offers in the ultimatum game. We argue this finding revealed differences in strategic decision-making between the two groups. Conclusions: Results suggested that offenders were not distinguishable from nonoffenders by individual differences in social preferences. While nonoffenders made larger offers in both games, this finding was attributed to differences in temporal orientation and risk-taking rather than differences in prosocial preferences. This supported the rational choice assumption of self-interest and highlighted differences in strategic decision-making between offenders and nonoffenders.

2018 ◽  
Vol 45 (8) ◽  
pp. 3114-3145 ◽  
Author(s):  
Ya (Lisa) Lin ◽  
Weilei Shi ◽  
John E. Prescott ◽  
Haibin Yang

Time orientation matters. While a temporal perspective is widely recognized as an important lens in strategic management research, few studies have explored how top managers’ temporal orientation affects strategic decision-making processes. We propose that top managers’ subjective perception of time, specifically, their long-term orientation, positively affects the comprehensiveness, speed, and creativity of strategic decision-making processes and that industry context moderates these relationships. Drawing on the organization-environment fit perspective and associated compatibility and temporal fit mechanisms, we found considerable support for our hypotheses in the semiconductor and pharmaceutical industries in China. Our findings reinforce the perspective that temporal referent points act as anchors for strategic decision-making processes.


2018 ◽  
Vol 6 (2) ◽  
pp. 6-12
Author(s):  
Joern Henning Buehring ◽  
Patricia Moore

This paper draws attention to the emotional and social intelligence of individuals - encompassing self- and social awareness, empathy and social skills; when applied to innovation, it can boost employee creativity, diversity, risk taking, learning, adapting, and strategic decision making which is deemed as critical in meeting the challenges of the 21stCentury. Meanwhile, Design in business and innovation have become increasingly synonymous in both meaning (e.g. design and futures thinking) and reach (e.g. products, services, business models, and systems), placing renewed focus on creative human capital as the organizations’ greatest asset. Expanding the conversation of Design in business as a strategic role to develop user-centered innovations through ‘inclusivity for all’, it is proposed that an organization’s emotional and social intelligence may well bear the 'magic key' toward competitive resilience and long-term survival.


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