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This paper aims to explore not only the utilitarian but also the hedonic persuasive effects of promotional techniques like 99-ending prices and the influence of consumers’ decision style when evaluating these appeals. Evidence suggests that retailers use 99-ending prices as a promotional technique, based mostly on its savings appeal.

Three complementary studies were performed. A first field study among 317 shoppers allows to test the hypotheses for two groups of decision-makers (intuitive and analytical) using structural equation modeling based on the partial least squares algorithm. Then, a laboratory experiment assigned to 123 respondents manipulates the decision-making style and, in turn, tests more precisely the proposed hypotheses. Finally, the third study replicates the laboratory experiment with 104 respondents without manipulating decision-making; rather it is measured, which allows to test the effect of internal-based versus contextual-based decision style.

First, the 99-ends are not strictly associated to utilitarian benefits (savings, quality or convenience) but also to hedonic benefits fulfilling consumer’s needs for exploration, value expression and entertainment. Second, a better understanding of the moderating role of the decision-making style is obtained: consumers in an intuitive decision mode give importance only to hedonic benefits; and there are differences in the analytical decision mode: when the decision-making style is internal (measured as a personal trait), consumers give importance to both utilitarian and hedonic benefits; however, when the decision-making style is contextual (manipulated), consumers focus only on utilitarian benefits.

It is necessary to check the robustness of the results depending on other marketing variables (e.g. product category knowledge, purchase frequency) and individual consumers’ differences in price-sensitivity (e.g. price consciousness).

The findings help to better understand the image effect of 99-ends underlying both consumers’ individual differences and contextual effects. Findings also help retailers and pricing managers in their use of 99-ends as a promotional technique.

This research contributes to a better understanding of the persuasive promotional effect associated to 99-ends. The study demonstrates that utilitarian benefits cannot fully explain consumers’ responses to 99-ends, as 99-end prices can also provide stimulation, entertainment and help fulfill consumers’ needs for information, exploration and self-esteem. The authors further examine the moderating role of the decision-making style between promotional benefits and proneness to buy 99-ends products. The intuitive mode, either internal or contextual, activates hedonic benefits, whereas the analytical mode activates both utilitarian and hedonic benefits when the mode of processing is internal and only utilitarian benefits when the mode of processing is contextual.

This study aims to investigate the relationships between managers’ cognitive styles, dynamic managerial capabilities and firms’ perceived international performance. The study is based on cognitive-experiential self-theory, dynamic managerial capabilities and international entrepreneurship.

Data were collected from 283 managers of small medium enterprises (SMEs) in Türkiye, an emerging economy. The research was conducted using quantitative methods, and Smart partial least squares (PLS) 4 software was used for data analysis. The data were examined through structural equation modelling and mediation analyses.

Findings indicate that rational cognitive styles positively influence managerial human capital, managerial social capital, managerial cognition and perceived international performance. However, the effect of intuitive cognitive styles was confirmed only on managerial cognition. Additionally, it was found that managerial cognition positively affects perceived international performance, whereas managerial social capital has a negative impact. However, the effects of managerial human capital could not be confirmed. Moreover, a full mediation relationship of managerial cognition between intuitive cognitive styles and perceived international performance was identified.

This research carves out a unique niche by synergizing cognitive-experiential self-theory with dynamic managerial capabilities to investigate their conjoined effect on firms’ international performance, an area previously underexplored. Unveiling insights from burgeoning economies like Türkiye enriches the existing body of knowledge, offering substantial contributions to the field of international business.

The purpose of this paper is to expand the knowledge about the value of intuition for organizational innovativeness and organizational factors inhibiting intuitive decision making.

The study develops and tests a theoretical model that relates intuitive and deliberate decision-making styles to organizational innovativeness, and the application of either decision-making style to organizational size and decision maker's power position in an organization. Based on a survey conducted in 2011, data from 281 organizations was analyzed applying linear regression analysis.

Intuitive and deliberate processing both relate positively to organizational innovativeness. Organizational size relates negatively to the application of an intuitive decision-making style, while power position relates positively to the application of an intuitive decision-making style.

The findings suggest that intuitive decision making is valuable for organizational innovativeness. Still, its application is suppressed if decision makers are in lower power positions or part of larger organizations.

High demands on managers’ and entrepreneurs’ information processing capabilities require them to apply their full range of cognitive capabilities (i.e. deliberative and intuitive processing). Intuitive decision making, however, still seems to be confined to those who have least reason to fear critique from others.

Adopting a dual processing cognitive perspective, this study explores the decision-making processes past the start-up stage that small entrepreneurial businesses employ to grow. The author examines how entrepreneurs evaluate and make decisions on growth opportunities in their business environment. The author uses cognitive style as a theoretical lens to capture differences in information processing, combining interviews and psychometric questionnaires to analyse cognitive styles. The longitudinal mixed methods approach illustrates the richness of the entrepreneur’s decision-making process, which the author tracks over a two-year period. The author determines how intuitive and analytical cognitive styles are used by entrepreneurs and the contribution these styles make to decision-making. The findings show that the two cognitive styles are versatile as entrepreneurs adjust and adapt their cognitive style over time, in keeping with the situational factors of their business environment. The author also finds marked differences between novice and mature entrepreneurs and that experienced entrepreneurs exhibited greater levels of cognitive versatility, which was directly linked to their prior experience. The study has significant implications for future research, which should consider the question how an entrepreneur’s cognitive style is dependent on the business context and their prior experience.

This paper focuses on individuals' improvisation in organizations. The extant literature in this area examines improvisation as either a predictor or an outcome variable. However, there is still considerable confusion about the essence of improvisation and its individual-level determinants. To address these deficiencies, we discuss the differences between improvisation, creativity, and intuition, integrating insights and theories from those fields. Then, we propose a comprehensive model describing a process that includes contextual and individual level variables, which leads to improvisation. Finally, we discuss the theoretical and practical implications of our model and suggest avenues for future research.

This study extends the actor–context interactionist model of individual innovation from the traditional synergetic pattern to a complementary one. The complementary perspective emphasizes the need for integration of divergence and convergence in enhancing employee's innovative work behavior. This study examines how individual working style relates to innovative work behavior through supportive noncontrolling supervision and job complexity.

The study used a time-lagged research design, collecting data through surveys from 262 employees and their immediate supervisors working in telecommunication companies of Saudi Arabia.

This study found that (1) employee with an intuitively inclined working style (e.g. a divergent predictor) engages in higher levels of innovative work behavior when supportive noncontrolling supervision or job complexity (e.g. convergent factors) is higher; and (2) the positive interactive effect of intuitive working style and supportive noncontrolling supervision on employee's innovative work behavior is stronger when job complexity is higher rather than lower.

This study provides deeper understanding of the interactionist perspective of employees' innovative work behavior. This study is the first of its kind to integrate complementary and synergistic perspectives of actor–context interactionist model of employees' innovative work behavior.

This study explored the relationship between employees' cognitive capabilities and firm performance by exploring the moderating role of decision-making style and the mediating effect of knowledge creation. Understanding the role of cognitive capabilities in value creation is crucial for human resource management to achieve the anticipated organizational performance.

Structural equation modeling, cognitive skills theory, cognitive skills acquisition theory and a knowledge creation framework were applied.

The first finding suggests that only A-shaped skills predict higher knowledge creation, while T-shaped skills do not. Second, knowledge creation predicts higher financial performance and a lower level of financial uncertainty. Third, T-shaped skills have no indirect effect on financial performance or financial uncertainty. Fourth, A-shaped skills exerted significant indirect effects on financial performance and uncertainty. Fifth, the rational decision-making style did not moderate the link between knowledge creation and financial performance, as opposed to the intuitive decision-making style.

A review of existing research indicates a lack of studies examining the effect of cognitive skills on organizational outcomes and contingencies under which cognitive skills lead to superior outcomes. This study advances research on T-shaped and A-shaped skills and knowledge creation by empirically exploring their interrelationships with financial performance. Managerial implications and suggestions for future research are also highlighted.

The authors wanted to find out if they could establish a connection between the cognitive styles and also the personality traits of managers and the roles they were best at.

They tested a series of six hypotheses on 101 managers and senior managers in diverse leadership roles in India. The four major types of cognitive style were intuitive thinking (NT), sensing thinking (ST), intuitive feeling (NF) and sensing feeling (SF). Meanwhile, the Big Five personality traits were openness to experience (O), extraversion (E), consciousness (C), agreeableness (A), and neuroticism (N). Finally, the three categories of leadership roles were identity work, institutional work, and integrative work.

The data from 101 managers in diverse industries found that an “intuitive feeling” cognitive style is suitable for identity work, whereas an “intuitive thinking” style works well for integrative work. Meanwhile, “openness to experience” and “conscientiousness” are correlated positively with identity work. “Conscientiousness” was also the most important trait for managers doing institutional work, but “agreeableness” had a negative effect on both institutional and identity work.

The authors said that no previous researchers had measured the impact of personality and cognitive style on work types. They said it was important for organizations to make sure they found the right roles for their managers depending on their individual characteristics.

This article aims to analyze how gender and decision-making styles of Chief Executive Officers (CEOs) of Small and Medium Enterprises (SMEs) impact the financial performance of the firms they manage.

Data were obtained for 2017 for 185 SMEs in Chile, an emerging economy, including firm information, CEO's sociodemographic characteristics and CEOs' decision-making styles. Generalized Least Squares (GLS) models were estimated to explain the influence of gender and decision-making styles on firm performance, controlling for a series of covariates. To test whether gender moderates the effect of decision-making styles on firm performance, interaction terms were included. Furthermore, models were subject to several robustness procedures, with no significant differences in results.

The authors find evidence of significant relationships for both gender and the avoidant style. Likewise, the authors find evidence of interaction effects between gender and decision-making styles, particularly between gender and the dependent style.

Findings contribute to prior research by analyzing the relationship between CEO gender and SME performance in the context of a Latin American emerging economy; by providing evidence of the impact of decision-making styles on the financial performance of SMEs; and by examining how a specific decision-making style, namely the dependent style, operates differently according to CEO gender, shedding some light on its ambiguous character as described by prior research. For policymakers and authorities, findings indicate the importance of incorporating women to SMEs and supporting their way towards higher management.

Esta investigación analiza cómo el género y los estilos de toma de decisiones de los gerentes generales (CEOs) de las pequeñas y medianas empresas (PYMEs) impactan en el desempeño financiero de las empresas que administran.

Se obtuvieron datos del año 2017 para 185 PYMEs ubicadas en Chile, una economía emergente, incluyendo información de la empresa, así como características sociodemográficas y estilos de toma de decisiones de los gerentes generales. Se estimaron modelos de Mínimos Cuadrados Generalizados (GLS) para explicar la influencia del género y los estilos de toma de decisiones en el rendimiento de la empresa, controlando por una serie de covariables. Para determinar si el género modera el efecto de los estilos de toma de decisiones en el rendimiento de la empresa, se incluyeron términos de interacción. Además, los modelos fueron sometidos a varios procedimientos de robustez, sin encontrar diferencias significativas en los resultados.

Los autores encuentran evidencia de relaciones significativas tanto para el género como para el estilo evitativo. Asimismo, los autores encuentran evidencia de efectos interacción entre el género y estilos de toma de decisiones, particularmente entre el género y el estilo dependiente.

Los hallazgos contribuyen a investigaciones anteriores al analizar la relación entre el género del CEO y el rendimiento de las PYMEs en el contexto de una economía latinoamericana emergente; al proporcionar evidencia del impacto de los estilos de toma de decisiones en el rendimiento financiero de las PYMEs; y al examinar cómo un estilo de toma de decisiones específico, a saber, el estilo dependiente, opera de manera diferente según el género del CEO, esclareciendo su carácter ambiguo tal como ha sido descrito en investigaciones anteriores. Para las autoridades y los responsables de políticas, los hallazgos indican la importancia de incorporar mujeres a las PYMEs y apoyarlas en su ascenso hacia la alta administración.

The purpose of this paper is to perform organizational team effectiveness analysis and to find out whether decision-making style (DMS) has any association with team effectiveness. Which style most significantly affects the team effectiveness and how this predictive association can be used to improve existing teams as well as to build new effective teams?

The sample includes 231 sample responses of executives from Indian Manufacturing Organizations from both public and private sectors. Two standardized questionnaires are used for data collection. Mainly, SPSS v20.0 was used for data analysis and hypotheses testing. AMOS v20.0 was used for testing the research model based on the supported hypotheses.

Rational DMS is mostly endorsed by the Indian executives. Not all DMSs but rational and avoidant styles independently and interactively are the significant predictors of team effectiveness.

The survey method of data collection, cross-sectional research design and consideration of particular DMSs and team effectiveness frameworks are the main limitations of this study. Theoretical as well as practical implications are vested in the results.

The study bears significant practical implications for the respondents, practitioners, professionals and academicians in the field of team working. Management development and training activities may be directed based on the findings.

The study suggests socially acceptable and practicable decision-making behaviors in organizations. It highlights suggestions for improving team effectiveness (TE). Hence, certain social implications are also there.

The edge in this research over the previous studies is that earlier scholars, who examined member traits’ impact on TE, did not considered DMS as a predictor of TE. Certain researchers appealed for diagnosing the standard variable to measure the member style. This research is, therefore, unique in its kind as it is a pioneering effort to study the DMS in relation to team effectiveness. The focus on sample of Indian manufacturing executives also bears importance. Moreover, unlike other researches, it focuses on DMS rather than the decision-making process itself.