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This paper aims to provide an elucidative and explanatory overview of decision-making theory that human resource management and development (HR) researchers and practitioners can use to explore the impact of heuristics and biases on organizational decisions, particularly within HR contexts.

This paper draws upon three theoretical resources anchored in decision-making research: the theory of bounded rationality, the heuristics and biases program, and cognitive-experiential self-theory (CEST). A selective narrative review approach was adopted to identify, translate, and contextualize research findings that provide immense applicability, connection, and significance to the field and study of HR.

The authors extract key insights from the theoretical resources surveyed and illustrate the linkages between HR and decision-making research, presenting a theoretical framework to guide future research endeavors.

Decades of decision-making research have been distilled into a digestible and accessible framework that offers both theoretical and practical implications.

Heuristics are mental shortcuts that facilitate quick decisions by simplifying complexity and reducing effort needed to solve problems. Heuristic strategies can yield favorable outcomes, especially amid time and information constraints. However, heuristics can also introduce systematic judgment errors known as biases. Biases are pervasive within organizational settings and can lead to disastrous decisions. This paper provides HR scholars and professionals with a balanced, nuanced, and integrative framework to better understand heuristics and biases and explore their organizational impact. To that end, a forward-looking and direction-setting research agenda is presented.

Decision-making competence (DMC) of entrepreneurs and managers is a longstanding topic in this increasingly globalized world. These figures operate in conditions not within their own control, and good levels of DMC are often considered to be desirable for the flourishing of business and society. This paper reports an empirical investigation on the DMC of entrepreneurs and managers, in an attempt to inform about their tendencies to incur in risky and costly choices.

Three cognitive biases associated with operational strategies and individual characteristics of entrepreneurs and managers, namely under/overconfidence (UOC, i.e. self-confidence in taking decisions), resistance to sunk costs (RSC, i.e. propensity to take cost investments) and consistency in risk perception (CRP, i.e. how well individuals understand probability rules) were considered . Cognitive biases measures were used in a cross-sectional study on a sample of n = 639 entrepreneurs and n = 512 managers. Data collected via online survey were analyzed using descriptive statistics and inferential statistics to determine differences among entrepreneurs and managers DMC.

Analyses reveal that entrepreneurs exhibit higher levels of UOC compared to managers with a marked presence of UOC among entrepreneurs at younger ages. Conversely, performance regarding RSC improves with higher education levels while age and RSC are positively correlated only for managers, regardless of education. Lastly, entrepreneurs and managers resulted as not being affected by CRP. This study discusses these results to provide initial insights for further avenues of research and practice.

The study offers an innovative, evidence-based viewpoint on how entrepreneurs and managers deal with risky and costly decisions. It offers an initial understanding of the role of UOC, RSC and CRP, that is specific cognitive biases associated with operational strategies and individual characteristics, in the DMC of these working figures. The study forwards avenues of scrutiny of quick-witted entrepreneurs and systematic managers.

Commercial property development builds floor space in anticipation of potential, but unknown, future demand, making it particularly prone to risk and uncertainty. The research explores the degree to which property developer decision-making is objective and rational and the degree to which it relies on behavioural instincts and intuition. Decision-making theory, including heuristics, is considered and its prevalence in the field of commercial property development is examined.

A “dual-processing” decision-making model, comprising intuitive System 1 and objective System 2 processing, is proposed and tested. Inductive research using template analysis of interviews, with “high status” commercial property developers, explored whether the model offers an accurate representation of developers' behaviour and effective lens through which to examine decisions made under conditions of risk and uncertainty.

Participants believed they adopted objective and rational approaches to complex commercial property development decisions. Analysis of interviews reveals that System 1 heuristics and intuition play significant roles in decision-making behaviour, leading to potential bias and systematic error. The research concludes that the dual-processing model provides a useful lens through which to better understand the decision-making approach adopted by commercial property developers.

The research represents the rare application of behavioural theory to the realm of commercial property development and provides new and original insight as to how important investment decisions are made under conditions of risk and uncertainty, with implications for professional practice.

The purpose of this paper is to bring to light the present civil and criminal asset forfeiture procedures within the South African context and to make suggestions for reform thereof. While there exists and is a need for constant change and reform of the law to ensure that it remains transparent, up-to-date and applicable to all means through which economic crime can be committed, South Africa lacks the necessary resources and attitudes to accomplish this essential goal.

The approach used in this paper is purely qualitative using journal articles, textbooks, reports, periodicals, speeches and legislation as its basis. It is through a consolidation of this literature that this paper was formed.

While South Africa’s present system of asset forfeiture is producing some impressive results, the process still has vast room for improvement. There are key areas which this paper outlines for reform. However, the probability of improvement is relatively low owing to the levels of corruption, illicit activities and attitudes of mistrust within the South African society at large.

The concept of asset forfeiture is not new to any international jurisdiction, let alone South Africa itself. However, this paper aims to give insight into the specific South African experience of this procedure and how it can possibly be improved within the specific context.

Strategic management is traditionally seen as an exclusive managerial task rather than inclusive where accountability is reserved for top managers. However, contemporary strategy management practices increasingly pay attention to equality, diversity, and inclusion (EDI) by engaging with broader internal and external stakeholders via more open business models such as ecosystems. Hence, central to our examination is the concept of openness disposition, which in the context of strategic management refers to the tendency of individuals, collectives, and managers to make strategy transparent, participatory, and/or inclusive, or look for closure. While openness in strategy is regarded as a positive means of contemporary management, fostering diversity, creativity, innovation, and empowerment, there are some researched downsides too. The purpose of this chapter is to address the openness puzzle in strategy and gain a deeper understanding of the dilemmas of bottom-up strategy initiatives, and investigate the associated dilemmas, if any in the context of manufacturing small and medium enterprises (SMEs). We contribute to addressing the performative effects of the dynamic expansion and contraction in openness within the SME strategy process while using the concept of openness dilemmas, tensions, and disposition. Using the Management Control Theory, this chapter will combine theory with SME practitioners’ experiences of bottom-up strategy initiatives to increase EDI in their organisations. Based on findings that emerged from a four-year longitudinal multiple case study research with 10 European SMEs, we found that bottom-up strategy exercises are more interactive. They consider a greater number of views, increase legitimacy, and EDI at the workplace, and yield more process benefits, but are time-consuming and difficult to organise that require special attention to the capability, reciprocity, and credibility dimensions.

Introduction: This chapter is intended to link the embracing strategy of ‘socially responsible investment’ with the apparent cause of economic destruction ‘financial crimes’. Today’s financial world is not always associated with ethics and morality, but it does not mean rising investments cause rising financial crimes. Socially responsible investing (SRI) has been rising, and many of today’s investors are interested in tracking ethically sound companies. Investors find a great way to invest around many investment opportunities, while socially responsible investors work with little social cause. This increasing literacy over SRI notably helps to reduce investments in unethical grounds which in turn reduces financial crimes.

Design/methodology: This work is premised on desk research. Conceptual and documentary methods were used in the study. The tertiary data source has been used in the study to develop a template describing the working of SRI in fixing financial crimes.

Findings: Findings of this study detail: a breakdown of industries that comes under SRI, channels of financial crimes, impact of SRI on financial crimes, and design an action plan for more effective environmental, social, and governance (ESG)-based investments to fix problems of financial crimes in the Indian economy.

Practical implications: The model of SRI has unfolded these days. While the purpose of these funds differs, they generally swear off the weapons industry and avoid ‘sin stocks’. In-depth analysis of this study area enables building quality investment strategy among investors and thereby helps to combat financial crimes.

This paper aims to examine how emotions affect consumers' food choices and food preparation activities during stressful periods, using the context of the coronavirus disease 2019 (COVID-19) outbreak in China.

This study used an online survey, with a sample of 1,050 individuals from 32 regions in China. Multi-regression and mediation models were used to test the relationships among perceived knowledge, emotions and food behaviors.

The results show that positive emotions positively affect healthy food consumption and engagement in food preparations. In contrast, negative emotions contribute to an increase in indulgent food consumption and quick-and-easy meal preparations. Increased knowledge of the current situation can enhance positive emotions and thus promote healthy food behaviors. Lacking knowledge may result in unhealthy food behaviors through negative emotions.

This study contributes to the understanding of emotions and food behaviors by examining the effects of both negative and positive emotions in the general population, exploring a wider constellation of food behaviors and identifying perceived knowledge as an important antecedent to emotions' effects on food behaviors. Implications for consumers and public policy are offered.

Introduction: The COVID-19 pandemic was unprecedented, and none of the world’s think tanks could have predicted how far it would spread. People visualise the pandemic as a classic example of a VUCA environment (an environment characterised by volatility, uncertainty, complexity, and ambiguity). Managing COVID-19 requires unique and different leadership qualities.

Purpose: This study’s rationale emphasises that VUCA demands strategic and agile leadership. Leaders across the globe must acknowledge the fact that the elements of VUCA, i.e. volatility, uncertainty, complexity, and ambiguity, are not synonymous and hence need differential treatment. Also, recommend adopting agile leadership to tackle the VUCA world.

Methodology: This is a conceptual study focusing on agile leadership. The study addresses the challenge of leading in the VUCA environment. The constituting components of VUCA are differentiated, followed by an extensive literature review of agile leadership.

Findings: VUCA is the new normal and is there to stay. Business leaders still need to counter VUCA due to their incapacity to distinguish and treat the components equally. Furthermore, there is an emergent need to develop an agile workforce, agile organisations, and agile leadership to combat VUCA. The study indicates that business leaders must be agile enough to handle the COVID-19 pandemic and future crises. There is a constant need to ensure agility. This study will provide a deep insight into VUCA and help business leaders emerge victorious in turbulent times.

It is difficult to argue against the fact that research has focussed on artificial intelligence (AI) and robotisation over the past few decades. Additionally, during the past several years, it has taken off and is now extensively used in numerous businesses across various industries. Most of the time, AI has been associated with some industrial sector process automation. Still, recently, the authors have noticed more positive technology uses, especially in the financial services industry. Due to several factors, the financial sector needs to adopt AI and recognise its potential. The industry has historically been concerned about unpredictability, legislation, stronger cybersecurity, technological limitations and disruption of established lucrative operations.

Never before has there been more discussion about AI due to the advantages it provides to businesses that are providing financial services. That may explain why this change is referred to as the fourth industrial revolution. Both positively and negatively, it is quite disruptive. The effectiveness, accuracy and cost-effectiveness of solutions greatly increase. However, immense power also entails great responsibility.

Precautions and security are more crucial than ever for businesses since the financial sector is changing significantly and quickly. The various benefits and drawbacks of this technology are yet unknown to humans. Although AI was first shown to us in the 1950s, it has recently gained new prominence as processing power, and the available quantity of data has increased dramatically.

Purpose: The COVID-19 pandemic is the most severe threat we have faced since World War II. So far, there have been about 5 million recorded cases, with over 300,000 fatalities globally. The epidemic is also wreaking havoc on the corporate world. People are losing their jobs and money, and no one knows when normalcy will return. So, addressing the VUCA Leadership Strategies Model is important to get more insight into this topic.

Need for the Study: According to the International Labor Organization, the pandemic might cost 195 million jobs. Even when the immediate impacts wear off, the long-term economic impact will reverberate for years. All four volatile, unpredictable, complex, and ambiguous (VUCA) characteristics apply to the issues we confront due to the coronavirus.

Methodology: Changes caused by COVID-19 occur daily, and are unpredictable, dramatic, and quick. No one can predict precisely when the epidemic will end or when a treatment or immunisation will be available. The pandemic impacts many parts of society, including health care, business, the economy, and social life. There is no ‘best practice’ that enterprises may utilise to tackle the pandemic’s issues. The VUCA leadership strategy models will be discussed and compared in this research study.

Findings: In this moment of transition, leaders must adhere to their fundamental values, core purpose, and ambition for big, hairy, and audacious goals.

Practical Implications: In this chapter, VUCA leadership strategy models will be discussed in detail for pre- and post-pandemic scenarios and their impact on different sectors, which will be very important for researchers in the same field.