Patterns of Sustainable Decision-Making Based on Decision Biases and Professional Group Performance

Team performance should not be linked to the stamina of decision-making biases, but despite the low popularity of the research, key team dynamics are influenced by decision biases. This study investigates the role that biases play in influencing collective performance in organisational settings. Based on the case study methodology, we propose a framework that incorporates the notions of trust and information processing with team dynamics to understand how decision biases can impact team professional performance at different points in time, over a team’s life cycle. This study generates evidence-based insights for decision-making biases and sustainable productivity employing a case research strategy. This research makes a twofold contribution in terms of methodology and knowledge on decision biases and work effectiveness. We investigate how the specific characteristics of decision-making biases impact work and productivity. The in-depth case study research provides evidence regarding how biases in decision-making impact team performance. The findings allow us to link how bias is injected and how, when it is addressed, it allows teams to perform well. Specifically, this study allows us to propose a temporal model of bias in teams. Thus, this paper reiterates the organisation’s primary responsibility to acknowledge the importance of decision biases and to implement policies for sustainable decisions, while remaining consistent with the relevant organisational culture and business goals.