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The Influence of Decision Frames and Vision Priming on Decision Outcomes in Work Groups: Motivating Stakeholder Considerations

  • Kevin Clark

    ()

  • Narda Quigley

    ()

  • Stephen Stumpf

    ()

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    Organizational leaders are increasingly emphasizing a stakeholder perspective in order to address concerns about business ethics. This study examined the choices of 94 groups in the context of a business decision-making simulation to determine how specific actions and communications can facilitate the consideration of different stakeholder perspectives. In particular, we examined whether generally framing the business situation as one involving diverse stakeholders versus a primarily profit-driven operation (referred to as framing), and whether specific suggestions that participants consider the concerns of stakeholders versus stockholders in maximizing the value of the firm (referred to as vision priming), would influence group choices and decision outcomes. We tested four experimental conditions against a control in a 2 × 2 experimental design to determine the effects that group choices had on decision outcomes when groups were exposed to stakeholder versus stockholder decision framing and stakeholder versus stockholder vision priming. The results revealed that the consistent conditions outperformed the control condition and that vision priming has a greater impact on decision outcomes than decision framing. Copyright Springer Science+Business Media Dordrecht 2014

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    File URL: http://hdl.handle.net/10.1007/s10551-013-1648-8
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    Article provided by Springer in its journal Journal of Business Ethics.

    Volume (Year): 120 (2014)
    Issue (Month): 1 (March)
    Pages: 27-38

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    Handle: RePEc:kap:jbuset:v:120:y:2014:i:1:p:27-38
    Contact details of provider: Web page: http://www.springerlink.com/link.asp?id=100281

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    1. Robert H. Frank & Thomas D. Gilovich & Dennis T. Regan, 1996. "Do Economists Make Bad Citizens?," Journal of Economic Perspectives, American Economic Association, vol. 10(1), pages 187-192, Winter.
    2. Barbara Ritter, 2006. "Can Business Ethics be Trained? A Study of the Ethical Decision-making Process in Business Students," Journal of Business Ethics, Springer, vol. 68(2), pages 153-164, October.
    3. N. Leila Trapp, 2011. "Staff Attitudes to Talking Openly About Ethical Dilemmas: The Role of Business Ethics Conceptions and Trust," Journal of Business Ethics, Springer, vol. 103(4), pages 543-552, November.
    4. Hayden Teo & Donella Caspersz, 2011. "Dissenting Discourse: Exploring Alternatives to the Whistleblowing/Silence Dichotomy," Journal of Business Ethics, Springer, vol. 104(2), pages 237-249, December.
    5. Susanne Arvidsson, 2010. "Communication of Corporate Social Responsibility: A Study of the Views of Management Teams in Large Companies," Journal of Business Ethics, Springer, vol. 96(3), pages 339-354, October.
    6. Robert H. Frank & Thomas Gilovich & Dennis T. Regan, 1993. "Does Studying Economics Inhibit Cooperation?," Journal of Economic Perspectives, American Economic Association, vol. 7(2), pages 159-171, Spring.
    7. Thomas Maak & Nicola M. Pless, 2006. "Responsible Leadership in a Stakeholder Society – A Relational Perspective," Journal of Business Ethics, Springer, vol. 66(1), pages 99-115, June.
    8. Thomas Maak, 2007. "Responsible Leadership, Stakeholder Engagement, and the Emergence of Social Capital," Journal of Business Ethics, Springer, vol. 74(4), pages 329-343, September.
    9. Thomas Maak & Nicola Pless, 2009. "Business Leaders as Citizens of the World. Advancing Humanism on a Global Scale," Journal of Business Ethics, Springer, vol. 88(3), pages 537-550, September.
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