The effects of strategic management education program utilizing MMORPG - The effects on self efficacy of managerial decision making -

Preparing students for the consequential ethical decisions that they will face in their careers is among the most difficult tasks of management education. I describe some of these challenges based on my book Why They Do It: Inside the Mind of the White-Collar Criminal and recent work in behavioral ethics. I explore why some decisions are much more easily resolved in the classroom than in practice and offer three ways to more effectively prepare students: integrating ethical decision making with core-discipline teaching, cultivating moral humility rather than moral confidence, and creating opportunities for norm reinforcement.

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A Strategic Management Perspective on Host Country Structure of Multinational Enterprises

Journal of Management ◽

10.1177/014920639201800302 ◽

1992 ◽

Vol 18 (3) ◽

pp. 455-471 ◽

Cited By ~ 74

Author(s):

Stephen B. Tallman

Keyword(s):

Decision Making ◽

Strategic Management ◽

Cost Efficiency ◽

Multinational Enterprises ◽

Multinational Enterprise ◽

Managerial Decision ◽

Managerial Decision Making ◽

Management Perspective ◽

Strategic Manager

This article proposes that the oligopoly power and internalization models of the multinational enterprise should be reviewed in light of the newly developing resource-based model of strategy and managerial decision-making models of strategic management. The perspective described here suggests that strategy-making under conditions of uncertainty and the drive to gain competitive advantage from deployment of firm-specific resources are important issues in the internalization decision of the MNE in a host market. The role of transaction cost efficiency in generating subsidiary governance structures is redefined to be compatible with the demands of these additional considerations of the multinational strategic manager.

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Core Self-Evaluations, Self-Leadership, and the Self-Serving Bias in Managerial Decision Making: A Laboratory Experiment

Administrative Sciences ◽

10.3390/admsci10030064 ◽

2020 ◽

Vol 10 (3) ◽

pp. 64

Author(s):

Matteo Cristofaro ◽

Pier Luigi Giardino

Keyword(s):

Decision Making ◽

Self Efficacy ◽

The Self ◽

Managerial Decision ◽

Internal Attribution ◽

Managerial Decision Making ◽

External Attribution ◽

Decision Making Processes ◽

High Level ◽

Core Self

The self-leadership construct has received great attention from scholars over the last 40 years due to its capacity to influence personal effectiveness. However, despite strongly influencing individuals’ self-efficacy, performed studies did not determine whether self-leadership is connected, and how, with the Core-Self Evaluation (CSE) trait—a complex personality disposition based on self-efficacy, self-esteem, locus of control, and emotional stability—that has been found impacting decision-making processes within organizations. Moreover, it has not been identified whether individuals with a high level of self-leadership are more prone to be victims of some cognitive biases in decision-making processes, such as the internal attribution of successes and external attribution of failures (i.e., Self-Serving Bias, SSB) that are usually led by the strong belief of individuals in their own capacities. The outlined gaps can be substantiated by the following two research questions: “How is self-leadership related with CSE?” and “How does self-leadership influence the attribution of successes/failures?”. To answer these questions, the following were identified and analyzed for 93 executives: (i) the tendency in the attribution of successes and failures, (ii) the CSE, and (iii) their self-leadership level. Results show that: (i) a high level of CSE is connected with high levels of self-leadership; (ii) high levels of self-leadership bring individuals to the internal attribution of successes and external attribution of failures. This work reinforces the stream of (the few) studies that considers a high level of CSE and self-leadership as not always being desirable for managerial decision-making processes and consequent performance. This paper aims to enrich the debate concerning the relations between, on the one hand, self-leadership and, on the other hand, personality traits between self-leadership and decision making.

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Development and validation of a managerial decision making self-efficacy questionnaire

SA Journal of Industrial Psychology ◽

10.4102/sajip.v41i1.1218 ◽

2015 ◽

Vol 41 (1) ◽

Cited By ~ 2

Author(s):

Wim Myburgh ◽

Mark B. Watson ◽

Cheryl D. Foxcroft

Keyword(s):

Decision Making ◽

Self Efficacy ◽

Efficacy Beliefs ◽

Model Fit ◽

Research Approach ◽

Validity And Reliability ◽

Managerial Decision ◽

Cross Sectional ◽

Convenience Sample ◽

Managerial Decision Making

Orientation: Self-efficacy beliefs, given their task-specific nature, are likely to influence managers’ perceived decision-making competence depending on fluctuations in their nature and strength as non-ability contributors. Research purpose: The present research describes the conceptualisation, design and measurement of managerial decision-making self-efficacy. Motivation for the study: The absence of a domain-specific measure of the decision-making self-efficacy of managers was the motivation for the development of the Managerial Decisionmaking Self-efficacy Questionnaire (MDMSEQ). Research approach, design and method: A cross-sectional study was conducted on a nonprobability convenience sample of managers from various organisations in South Africa. Statistical analysis focused on the construct validity and reliability of items through exploratory and confirmatory factor analysis to test the factorial validity of the measure. Main findings: The research offers confirmatory validation of the factorial structure of the MDMSEQ. The results of two studies involving 455 (Study 1, n = 193; Study 2, n = 292) experienced managers evidenced a multidimensional structure and demonstrated respectable subscale internal consistencies. Findings also demonstrated that the MDMSEQ shared little common variance with confidence and problem-solving self-efficacy beliefs. In addition, several model fit indices suggested a reasonable to good model fit for the measurement model. Practical/managerial implications: The findings have implications for practical applications in employment selection and development with regard to managerial decision-making. Absence of the assessment of self-efficacy beliefs may introduce systematic, non-performance related variance into managerial decision-making outcomes in spite of abilities that managers possess. Contribution/value-add: Research on the volition-undermining effect of self-efficacy beliefs has been remarkably prominent, but despite this there are few appropriate measures that can be applied to managers as decision makers in organisations.

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