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Cognitive Trails In Strategic Decision‐Making: Linking Theories Of Personalities And Cognitions

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  • Usha C. V. Haley
  • Stephen A. Stumpf

Abstract

This article attempts to reveal Jungian personality types' cognitive biases through a strategic management framework. The four personality types seem to use distinct heuristics to gather data, to generate and to evaluate alternatives. The connected heuristics appear as cognitive trails. We propose that different personality types habitually use certain cognitive trails; consequently, they can fall prey to biases that lurk in these trails. Cognitive trails may include linked input, output, and operational biases. We present the results from a pilot study to illustrate some connections between personality types and biases. We also explore some implications for future research and for management practice.

Suggested Citation

  • Usha C. V. Haley & Stephen A. Stumpf, 1989. "Cognitive Trails In Strategic Decision‐Making: Linking Theories Of Personalities And Cognitions," Journal of Management Studies, Wiley Blackwell, vol. 26(5), pages 477-497, September.
    • Handle: RePEc:bla:jomstd:v:26:y:1989:i:5:p:477-497
    DOI: 10.1111/j.1467-6486.1989.tb00740.x
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    Cited by:

    1. Muneera Esa & Anuar Alias & Zulkiflee Samad, 2014. "Project Managers’ Cognitive Style in Decision Making: A Perspective from Construction Industry," International Journal of Psychological Studies, Canadian Center of Science and Education, vol. 6(2), pages 1-65, June.
    2. Istipliler, Baris & Ahrens, Jan-Philipp & Bort, Suleika & Isaak, Andrew, 2023. "Is exposure to the family firm always good for the next CEO? How successor pre-succession firm experience affects post-succession performance in family firms," Journal of Business Research, Elsevier, vol. 167(C).
    3. Jiang, Fuming & Travaglione, Tony & Liu, Li Xian & Li, Jizhong, 2021. "When does the global mindset affect headquarters–subsidiary relationships?," Journal of Business Research, Elsevier, vol. 136(C), pages 523-542.
    4. Ben Sheppard & Mary Crannell, 2013. "The decision gym: decision insurance for organizations," Environment Systems and Decisions, Springer, vol. 33(1), pages 138-151, March.
    5. Mark Simon & Susan M. Houghton, 2002. "The Relationship among Biases, Misperceptions, and the Introduction of Pioneering Products: Examining Differences in Venture Decision Contexts," Entrepreneurship Theory and Practice, , vol. 27(2), pages 105-124, April.
    6. Stephen X. Zhang & Javier Cueto, 2017. "The Study of Bias in Entrepreneurship," Entrepreneurship Theory and Practice, , vol. 41(3), pages 419-454, May.
    7. Guercini, Simone & Milanesi, Matilde, 2020. "Heuristics in international business: A systematic literature review and directions for future research," Journal of International Management, Elsevier, vol. 26(4).
    8. Omezzine, Fakher & Bodas Freitas, Isabel Maria, 2022. "New market creation through exaptation: The role of the founding team's prior professional experience," Research Policy, Elsevier, vol. 51(5).
    9. Das, Willy & Das, Satyasiba, 2018. "Role of Heuristic Principles On Crowd-Funder's Investment Decision Making," 6th International OFEL Conference on Governance, Management and Entrepreneurship. New Business Models and Institutional Entrepreneurs: Leading Disruptive Change (Dubrovnik, 2018), in: 6th International OFEL Conference on Governance, Management and Entrepreneurship. New Business Models and Institutional Entrepreneurs: Leading Disrupt, pages 443-452, Governance Research and Development Centre (CIRU), Zagreb.
    10. Irene Schettini & Gabriele Palozzi & Antonio Chirico, 2020. "Enhancing Healthcare Decision-Making Process: Findings from Orthopaedic Field," Administrative Sciences, MDPI, vol. 10(4), pages 1-20, November.

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