Managerial decision making under specific emotions

Research output: Contribution to journalArticle

10 Citations (Scopus)

Abstract

Purpose - The purpose of this paper is to investigate decision-processing effects of incidental emotions in managerial decision-making situations. Design/methodology/approach - A complex multi-attribute, multi-alternative decision task related to international human resources management is used as a research vehicle. The data are obtained by means of an electronic information board. Findings - Happiness and anger cause the decision maker to process less decision-relevant information, whereas fear activates more detail-oriented processing. The results are explained within the valence model and cognitive-appraisal framework. Research limitations/implications - A boundary condition of the study is the level of induced emotions. Processing effects of extremely high levels of emotions are not examined, which necessarily limits the generalizability of the findings. Also, the experiment focusses on the decision-processing effects of single isolated emotions extracted by manipulations; future research needs to examine decision-making implications of an entire emotion episode, which is likely to contain emotion mixtures. Practical implications - For managers, this study demonstrates the importance of being mindful of how incidental emotional states can bias choice processing in complex managerial decisions. Originality/value - This study extends earlier organizational research by focussing on decisionmaking consequences of emotion, rather than those of mood or stress. It brings together research on incidental emotions and process-tracing methodologies, thereby allowing for more direct assessment of the observed effects. Decision-processing consequences of emotion are shown to persist throughout a content-rich managerial decision task without being neutralized by an intensive cognitive engagement.

Original languageEnglish
Pages (from-to)861-874
Number of pages14
JournalJournal of Managerial Psychology
Volume30
Issue number7
DOIs
Publication statusPublished - Sep 14 2015

Fingerprint

Decision Making
Emotions
Research
Managerial decision making
Emotion
Happiness
Anger
Fear

Keywords

  • Anger
  • Emotions
  • Fear
  • Happiness
  • Managerial decision making
  • Process tracing

ASJC Scopus subject areas

  • Social Psychology
  • Applied Psychology
  • Management Science and Operations Research
  • Organizational Behavior and Human Resource Management

Cite this

Managerial decision making under specific emotions. / Bachkirov, Alexandre A.

In: Journal of Managerial Psychology, Vol. 30, No. 7, 14.09.2015, p. 861-874.

Research output: Contribution to journalArticle

@article{67c0caa09689484da372ce7e4ee2227a,
title = "Managerial decision making under specific emotions",
abstract = "Purpose - The purpose of this paper is to investigate decision-processing effects of incidental emotions in managerial decision-making situations. Design/methodology/approach - A complex multi-attribute, multi-alternative decision task related to international human resources management is used as a research vehicle. The data are obtained by means of an electronic information board. Findings - Happiness and anger cause the decision maker to process less decision-relevant information, whereas fear activates more detail-oriented processing. The results are explained within the valence model and cognitive-appraisal framework. Research limitations/implications - A boundary condition of the study is the level of induced emotions. Processing effects of extremely high levels of emotions are not examined, which necessarily limits the generalizability of the findings. Also, the experiment focusses on the decision-processing effects of single isolated emotions extracted by manipulations; future research needs to examine decision-making implications of an entire emotion episode, which is likely to contain emotion mixtures. Practical implications - For managers, this study demonstrates the importance of being mindful of how incidental emotional states can bias choice processing in complex managerial decisions. Originality/value - This study extends earlier organizational research by focussing on decisionmaking consequences of emotion, rather than those of mood or stress. It brings together research on incidental emotions and process-tracing methodologies, thereby allowing for more direct assessment of the observed effects. Decision-processing consequences of emotion are shown to persist throughout a content-rich managerial decision task without being neutralized by an intensive cognitive engagement.",
keywords = "Anger, Emotions, Fear, Happiness, Managerial decision making, Process tracing",
author = "Bachkirov, {Alexandre A.}",
year = "2015",
month = "9",
day = "14",
doi = "10.1108/JMP-02-2013-0071",
language = "English",
volume = "30",
pages = "861--874",
journal = "Journal of Managerial Psychology",
issn = "0268-3946",
publisher = "Emerald Group Publishing Ltd.",
number = "7",

}

TY - JOUR

T1 - Managerial decision making under specific emotions

AU - Bachkirov, Alexandre A.

PY - 2015/9/14

Y1 - 2015/9/14

N2 - Purpose - The purpose of this paper is to investigate decision-processing effects of incidental emotions in managerial decision-making situations. Design/methodology/approach - A complex multi-attribute, multi-alternative decision task related to international human resources management is used as a research vehicle. The data are obtained by means of an electronic information board. Findings - Happiness and anger cause the decision maker to process less decision-relevant information, whereas fear activates more detail-oriented processing. The results are explained within the valence model and cognitive-appraisal framework. Research limitations/implications - A boundary condition of the study is the level of induced emotions. Processing effects of extremely high levels of emotions are not examined, which necessarily limits the generalizability of the findings. Also, the experiment focusses on the decision-processing effects of single isolated emotions extracted by manipulations; future research needs to examine decision-making implications of an entire emotion episode, which is likely to contain emotion mixtures. Practical implications - For managers, this study demonstrates the importance of being mindful of how incidental emotional states can bias choice processing in complex managerial decisions. Originality/value - This study extends earlier organizational research by focussing on decisionmaking consequences of emotion, rather than those of mood or stress. It brings together research on incidental emotions and process-tracing methodologies, thereby allowing for more direct assessment of the observed effects. Decision-processing consequences of emotion are shown to persist throughout a content-rich managerial decision task without being neutralized by an intensive cognitive engagement.

AB - Purpose - The purpose of this paper is to investigate decision-processing effects of incidental emotions in managerial decision-making situations. Design/methodology/approach - A complex multi-attribute, multi-alternative decision task related to international human resources management is used as a research vehicle. The data are obtained by means of an electronic information board. Findings - Happiness and anger cause the decision maker to process less decision-relevant information, whereas fear activates more detail-oriented processing. The results are explained within the valence model and cognitive-appraisal framework. Research limitations/implications - A boundary condition of the study is the level of induced emotions. Processing effects of extremely high levels of emotions are not examined, which necessarily limits the generalizability of the findings. Also, the experiment focusses on the decision-processing effects of single isolated emotions extracted by manipulations; future research needs to examine decision-making implications of an entire emotion episode, which is likely to contain emotion mixtures. Practical implications - For managers, this study demonstrates the importance of being mindful of how incidental emotional states can bias choice processing in complex managerial decisions. Originality/value - This study extends earlier organizational research by focussing on decisionmaking consequences of emotion, rather than those of mood or stress. It brings together research on incidental emotions and process-tracing methodologies, thereby allowing for more direct assessment of the observed effects. Decision-processing consequences of emotion are shown to persist throughout a content-rich managerial decision task without being neutralized by an intensive cognitive engagement.

KW - Anger

KW - Emotions

KW - Fear

KW - Happiness

KW - Managerial decision making

KW - Process tracing

UR - http://www.scopus.com/inward/record.url?scp=84939794069&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84939794069&partnerID=8YFLogxK

U2 - 10.1108/JMP-02-2013-0071

DO - 10.1108/JMP-02-2013-0071

M3 - Article

AN - SCOPUS:84939794069

VL - 30

SP - 861

EP - 874

JO - Journal of Managerial Psychology

JF - Journal of Managerial Psychology

SN - 0268-3946

IS - 7

ER -