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Article
Publication date: 22 April 2024

Christian Scholtes, Sabina Trif and Petru Lucian Curseu

Our study aims to explore the interplay between dysfunctional cognitive schemas and rationality for decision comprehensiveness in organizational strategic decisions.

Abstract

Purpose

Our study aims to explore the interplay between dysfunctional cognitive schemas and rationality for decision comprehensiveness in organizational strategic decisions.

Design/methodology/approach

We used a cross-sectional design in which we evaluated individual decision rationality using an objective decision competence test and dysfunctional cognitive schemas in a sample of 270 managers (145 women with an average age of 41 years old). In addition, we asked managers to rate the decision comprehensiveness of their organization’s strategic decision processes.

Findings

Our findings support the detrimental impact of dysfunctional cognition in strategic decision-making in such a way that the association between individual managerial rationality and the comprehensiveness of organizational strategic decisions was positive only when managers reported low dysfunctional cognition, while when managers reported high levels of dysfunctional cognitive schemas, the association between rationality and comprehensiveness was negative.

Originality/value

Our study provides initial empirical evidence for the interplay between dysfunctional cognition and managerial rationality in strategic decision processes, and it opens venues for future research to explore the detrimental role of dysfunctional cognitive schemas in strategy processes.

Details

Journal of Organizational Change Management, vol. 37 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 27 April 2020

Sabina Trif, Petru Lucian Curseu, Oana Catalina Fodor and Alina Maria Flestea

Multi-party systems (MPS) comprise interdependent stakeholders (teams, organizations) that engage in complex interactions and negotiations. Building on the approach/inhibition…

Abstract

Purpose

Multi-party systems (MPS) comprise interdependent stakeholders (teams, organizations) that engage in complex interactions and negotiations. Building on the approach/inhibition theory of power, the self-enhancement strategy and on social interdependence theory, this study aims to understand the mediating role of attributions (i.e. perception of who/what is responsible for a certain outcome) in the relation between perceptions of the stakeholders’ power (i.e. self-perceptions of power, power ascribed to others and others’ perception of one’s own power) and their perceptions of intergroup climate and future collaborative intentions.

Design/methodology/approach

Data were collected from 30 groups (113 participants) that took part in five multi-party simulations concerning the negotiation of funds allocation among six stakeholders. The authors have evaluated attributions, intergroup climate and future collaborative intentions using questionnaires and different facets of systemic power were derived from a round-robin procedure.

Findings

Mixed models and multi-level mediation analyses were carried out, and the results show that self-attributed power and power attributed by others predict internal attributions, while power attributed to others predicts external attributions. Moreover, attributions mediate the relationship between perceived power and future collaborative intention, as well as between power and perceptions of intergroup climate.

Practical implications

Managing the multi-party systems is a complex endeavor, and the results point toward ways in which power dynamics in multi-party systems can be addressed.

Originality/value

To the best of authors’ knowledge, this study is among the first empirical attempts to explore the association between the perceptions of power and attributions in multi-party systems engaged in negotiation tasks.

Details

International Journal of Conflict Management, vol. 31 no. 5
Type: Research Article
ISSN: 1044-4068

Keywords

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