Master of Science / Department of Psychological Sciences / Christopher Lake / While hiring decisions are a frequent organizational occurrence that can substantially impact the decision maker, the organization, and/or society as a whole, employees do not always make optimal hiring decisions. This failure to make optimal decisions may occur because employees do not utilize deliberative processes (e.g., systematically gathering information, evaluating choice alternatives, taking time to decide etc.). Accordingly, the goal of the present study was to propose an integrative model of some antecedents and consequences of deliberative decision making within personnel selection. Data gathered from 322 hiring managers indicated that when managers felt accountable for their hiring decisions and possessed a deliberative decision making style, they were more likely to report making hiring decisions in a deliberative manner. This use of deliberation was, in turn, associated with high quality decisions (i.e., low regret, high satisfaction, and high performance ratings of the person that was hired). The results also indicated the relationship between accountability and decision quality was mediated by deliberative processes. These findings were consistent across multiple hiring decisions. Importantly, these results did not emerge when intuitive processes/style were examined. Collectively, these results help establish the ecological validity of various theories of decision making and specify that deliberative processes are associated with high quality selection decisions. These results can be leveraged by organizations who are interested in encouraging employees to utilize deliberative processes. Given the benefits of deliberative processes, these results may also be leveraged by workers who are interested in achieving higher task performance in their jobs.

As a result of the prevailing of international global e-commerce, e-negotiation had become a common form of individuals or enterprise's administrators everyday. In addition due to the growing of the internet and communication technology, e-negotiation had not limited the e-mail anymore. An increasing number of individuals or enterprises exploit synchronous way, such as instant messenger to conduct business over the internet. As more organizations and individuals face a choice between these technologies, we need to understand the impact of communication media on negotiation process and outcome. Otherwise, studies comparing traditional mode with CMC negotiations concentrate mainly on the criterion of multiple cues. The possibility to provide immediate feedback, which is determined by the communication mode synchronous vs. asynchronous), has not been considered so far. Therefore, the purpose of this research is based on the criterion of immediate feedback, and to explore how the e-negotiation mode impact negotiation process. Furthermore we also explore how these process impact the result of decision quality. The study shows that when negotiators use synchronous e-negotiation system, they have greater control level, higher ability of evaluation others¡¦ deception and clearer message in the process of negotiation. Furthermore, negotiators¡¦ control level, task-oriented communication, perceptions of others¡¦ deception and message clarity will positive impact decision quality.

Ambient lighting has emerged as a key atmospheric factor influencing how consumers process environmental cues and their behaviors. However, surprisingly little research has examined how people think and feel in the dark (lower than 15 lux). This is particularly relevant given that consumers routinely work, pay bills, relax, consume and make purchases in settings with little or no light. My dissertation addresses this gap by examining how consumers regulate their goals and process information when the light is off, and how that impacts their decision making in three substantive domains: risk-taking behavior, decision quality, and persuasion. In Essay 1, I propose darkness enables risk-taking behavior, and this effect happens through the calmness and relaxation induced in the dark. One caveat is that the decisions have to be made in a familiar setting. The effect was reflected in participants' decisions to invest in riskier yet lucrative stocks, to gamble with the riskier choice, to eat at a foreign restaurant, and to choose a supplement that has potential side effects in a field experiment and three lab experiments (pre-registered). In Essay 2, I propose that when the light is off, consumers are indeed induced to adopt an effortful processing mode. Across four experiments (one field experiment, two lab experiments, and one online experiment), darkness promotes higher quality decisions across consumption contexts (financial, food, and product choices) compared to higher luminous levels. Together, this dissertation explores the intriguing phenomenon of ambient darkness and extends current understandings on ambient lighting and consumer behavior. The essays also offer robust findings through field and lab experiments with tendency and incentive-compatible outcomes.

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This research compared the use of an electronic meeting system tool to a manual group process in large and small groups in a controlled laboratory experiment. Outcomes measured include the quality of decision, the time taken in various stages of the decision making process, and group member satisfaction. A research model of the variables influencing group decision making was developed. The six independent variables included in this model are group size, the rule by which the group makes a decision, the incentives driving the group, the distribution of useful information within the group, the task complexity, and the meeting support (electronic or manual). In this research group size and method of support were manipulated, while the other variables were controlled. A decision-making task was developed for this research to specify and manipulate the six independent variables. The task described a product mix problem in which information on each product was given to group members. The group shared information and jointly determined an outcome. The group used an unanimous decision rule to choose a solution. A numerical outcome was used to objectively measure decision quality. Each member of the group received a cash payoff determined by the group's solution as incentive in accomplishing the task. All groups found the optimal solution. The simplicity of the task may have minimized the differences found between groups. There was no significant difference in general member satisfaction or time to decision. Prior knowledge was found to influence general member satisfaction and the time needed for the group to share information. Members of large groups perceived more uneven distribution of participation than members of small groups. Voting differences were very large: large groups took significantly more votes than small groups, and electronic groups took significantly more votes than manual groups. "Conjunctive" and "disjunctive" task descriptions are used to discuss task/tool interaction.

The purpose of this research study is to expand upon the body of knowledge and research regarding the conditions and processes for effective decision-making in virtual team environments. Specifically, this study sought to demonstrate that teams instructed in consensus produce higher quality decisions and attain the assembly effect (synergy) on complex decision tasks. In addition, teams in virtual communication environments will produce higher quality decisions and attain the assembly effect (synergistic decisions) less often than face-to-face teams on complex decision tasks. Mostly undergraduate students from business courses (N = 358) completed the NASA Survival Exercise complex decision task first individually, then as teams. Subjects were randomly assigned to teams; teams were randomly assigned to one of two decision mode conditions: i) instructed in the consensus decision technique; and ii) not-instructed in the consensus decision technique. Subjects were then randomly assigned to one of three communication mode environments: i) face-to-face; ii) instant messaging; and iii) videoconferencing. A 2 X 3 between-subjects factorial design was used to examine the research questions. The hypotheses compared several mean decision performance measures for three and four-person teams (n = 105) differing in decision mode (consensus instructed vs. not-instructed) and differing in communication mode (face-to-face) or one of two virtual communication environments (instant messaging or videoconferencing). Hypotheses for the decision mode main effect, the communication mode main effect and the interaction effect were not statistically significant. However, the decision performance measure means for communication mode and the interaction between communication mode and the decision mode were in the predicted direction. Future research is needed to clarify the influence of consensus instruction and technology-mediated communication environments on virtual teams.

The primary purpose of this study was to explore the challenges and benefits associated with cultural diversity within groups. The research hypotheses were proposed to test the effects of cultural diversity on group performance and group processes by comparing culturally diverse and culturally homogeneous groups under conditions of intergroup competition and noncompetition. This experiment was conducted using 500 upper-level undergraduates enrolled in the principles of management course for the fall semester.

As export competition becomes more intense and export success vital for survival (Katsikeas, 1994), so the effective processing and use of information regarding the international environment becomes a critical prerequisite for gaining competitive advantage (Leonidou and Theodosiou, 2004). Symbolic use of information is one type of information use, which although relatively underexplored to date, may be the most prevalent form of information use within organisations – especially in an export setting (Beyer and Trice, 1982). Symbolic use occurs when information is used for purposes other than the ones which led to its collection (Menon and Varadarajan, 1992). Symbolic use of information has been conceptualised as a multi-dimensional construct encompassing various dimensions (Vyas and Souchon, 2003). Examples include “exporters that engage in distorting market research findings, taking conclusions out of context, disclosing only the findings that confirm an executive‟s predetermined position or consciously ignoring information” (Toften and Olsen, 2004, p. 106). Symbolic use can also legitimate decisions reached on the basis of intuition or managerial assumptions (Vyas and Souchon, 2003). Although conceptual propositions of the potential relationship between each of the symbolic use dimensions and performance exist (Vyas and Souchon 2003), no empirical research has yet been undertaken. As a result, little is known about how and why symbolic use of export information may affect export performance, and under what circumstances. Furthermore, reliable and valid measures for each one of the symbolic use dimensions are absent in the literature. The purpose of this thesis is to fill in these research gaps. In so doing, a combination of both qualitative and quantitative methods is employed. The exploratory phase takes the form of in depth interviews with export decision makers in the UK. The data collected in this exploratory phase are analysed through the use of within-case and cross-case displays as per Miles and Huberman (1994) and are used not just for hypothesis development, but also to identify potential outcomes of using information symbolically in specific ways and to create pools of items for the development of measures of symbolic use. (Continues...).

Covid-19 has affected large parts of the society. This has meant societal changes and organizations have had to adapt to the new situation. An adjustment as a result of covid-19 was that several organizations changed to teleworking. Teleworking means that the direct supervision and control over the organization's employees disappears, which means that organizations also need to adapt their control systems according to the new situation. Informal control systems are used for the purpose of influencing employees' values, norms and behaviors. This in turn affects how individuals perform and make decisions. Previous research highlights that informal control decreases during teleworking. This qualitative interview study aims to create an understanding of the relationship between informal control, decision quality and teleworking in larger organizations. The results indicate that goal- and trust-based control systems work well in relation to telework. It does not require direct monitoring of the employees' work. Teleworking leads to reduced social interaction and as a result, communication decreases. On the other hand, it has been shown that organizations with an open organizational culture have continued to communicate through digital tools, consultation and discussion about operational decisions has thus continued. Which is positive for the decision quality. The interviewees who worked at organizations that actively worked with clear values ​​​​describe that they are helpful in decision-making. Which creates goal consistency. Communication through digital tools becomes more concise, which is described as both time-efficient but also as a problem. This is because misunderstandings and misinterpretations can occur. Informal digital meetings, information meetings and other activities increase the overall picture of the organization and reduce misunderstandings. The conclusion is that informal control systems and an open organizational culture constitute important mechanism for optimal decision-making in teleworking. Especially when working with complex tasks where more discussion and consultation is required. / Covid-19 utbröt under 2020 och har sedan dess medfört flertalet samhällsförändringar. En förändring till följd av covid-19 var att flera organisationer övergick till arbete på distans. Distansarbete medför att den direkta övervakningen och kontrollen över organisationens anställda försvinner. Det innebär att organisationer behöver anpassa sin styrning utefter den nya situationen. Informell styrning är en styrmekanism som används i syfte att påverka anställdas värderingar, normer och beteenden. Detta påverkar i sin tur hur individer presterar och tar beslut i den operativa verksamheten. Tidigare forskning belyser att informell styrning minskar vid distansarbete. Denna kvalitativa intervjustudie syftar till att skapa förståelse för förhållandet mellan informell styrning och beslutskvalité i den operativa verksamheten i större organisationer vid distansarbete. Detta åstadkoms genom semistrukturerade intervjuer med två olika deltagarkretsar. Deltagarna arbetar på större organisationer som har gjort en omställning till arbete på distans. Resultatet visar att mål- och tillitsbaserad styrning fungerar bra i förhållande till distansarbete. Detta eftersom det inte kräver direkt övervakning av de anställdas arbete. Distansarbete leder till minskad social interaktion och till följd av detta minskar kommunikationen inom organisationen. Däremot har det visat sig att organisationer med en öppen organisationskultur fortsatt att kommunicera via digitala verktyg även på distans. Därmed har rådfrågning och diskussion kring operativa beslut fortgått, vilket är positivt för beslutskvalitén. De intervjupersoner som arbetar på organisationer som aktivt arbetat med tydliga värderingar och värdeord beskriver att dessa är behjälpliga i beslutsfattandet. Vilket skapar målöverensstämmelse. Kommunikationen via digitala verktyg blir däremot mer kortfattad och koncis, vilket beskrivs som både tidseffektivt men även som ett problem. Detta eftersom missförstånd och feltolkningar kan uppstå. Informella digitala möten, informationsträffar och andra aktiviteter ökar helhetsbilden för organisationen och minskar missförstånd. Slutsatsen är att informella styrmedel och en öppen kultur utgör viktiga styrmekanismer för optimalt operativt beslutsfattande vid distansarbete. Främst vid komplexa arbetsuppgifter där mer diskussion och rådfrågning krävs för beslutsfattande.