Journal of Business and Psychology

, Volume 11, Issue 2, pp 131–149 | Cite as

The effects of organizational frames and problem ambiguity on decision making

  • Daniel J. Svyantek
  • Arno R. Kolz
Full Articles

Abstract

This paper investigates how organizational climate and information quantity influences choice of decision making strategies. A simulated company with an organizational climate was manipulated to be either supportive or non-supportive of participative decision making methods. Subjects then solved problems in which information available to make a decision was manipulated. Results indicated that climate has an effect on choice of decision making strategies independent of information quantity. A second study was then conducted to assess how the climate manipulation affected subjects' decision-making. Organizational climate information appears to affect decisions in a manner analogous to Tversky and Kahneman's (1981) decision framing model.

Keywords

Decision Making Social Psychology Social Issue Decision Making Strategy Organizational Climate 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© Human Sciences Press, Inc. 1996

Authors and Affiliations

  • Daniel J. Svyantek
    • 1
  • Arno R. Kolz
    • 2
  1. 1.Department of PsychologyUniversity of AkronAkron
  2. 2.Manhattan CollegeUSA

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