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Flexible Decision Styles And The Choices Of Top Executives

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  • Paul C. Nutt

Abstract

Managers who have access to several modes of understanding have been described as ideal decision‐makers. This article reports on research that explored how flexible styles of decision‐making, defined by the number and kinds of accessible modes of understanding, influence the choices of top executives. Instruments were used to measure attitude toward ambiguity and uncertainty and to determine the style of the participating top executives. the participants were asked to evaluate eight capital expansion projects in terms of adoptability and risk. Inferences about decision‐making were drawn from these evaluations. the tolerance for ambiguity and uncertainty scores and the adoptability and risk ratings were associated with the participant's style. Top executives with a flexible style who have access to each of the modes of understanding were found to be aggressive decision‐makers with a high tolerance for ambiguity and uncertainty.

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  • Paul C. Nutt, 1993. "Flexible Decision Styles And The Choices Of Top Executives," Journal of Management Studies, Wiley Blackwell, vol. 30(5), pages 695-721, September.
    • Handle: RePEc:bla:jomstd:v:30:y:1993:i:5:p:695-721
    DOI: 10.1111/j.1467-6486.1993.tb00322.x
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    Cited by:

    1. Ho‐Uk Lee & Jong‐Hun Park, 2008. "The Influence of Top Management Team International Exposure on International Alliance Formation," Journal of Management Studies, Wiley Blackwell, vol. 45(5), pages 961-981, July.
    2. 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.
    3. Etleva LESKAJ & Vasilika KUME & Eglantina ZYKA, 2015. "The Skills For Effective Decision Making Of Public Administrators," Business Excellence and Management, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 5(1), pages 33-43, March.
    4. Jorge Walter & Christoph Lechner & Franz W. Kellermanns, 2008. "Disentangling Alliance Management Processes: Decision Making, Politicality, and Alliance Performance," Journal of Management Studies, Wiley Blackwell, vol. 45(3), pages 530-560, May.
    5. Lorenz Graf-Vlachy & Jonathan Bundy & Donald C. Hambrick, 2020. "Effects of an Advancing Tenure on CEO Cognitive Complexity," Organization Science, INFORMS, vol. 31(4), pages 936-959, July.
    6. Simon, Mark & Houghton, Susan M. & Aquino, Karl, 2000. "Cognitive biases, risk perception, and venture formation: How individuals decide to start companies," Journal of Business Venturing, Elsevier, vol. 15(2), pages 113-134, March.

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