Business Commons^™

Is There A Strategic Organization In The Behavioral Theory Of The Firm? Looking Back And Looking Forward, Henrich R. Greve, Cyndi Man Zhang

Research Collection Lee Kong Chian School Of Business

In the 20 years of Strategic Organization, how well has knowledge drawn from the behavioral theory of the firm contributed to the field of strategy? We see progress both in the pages of SO! and elsewhere in the field of strategy, but this progress has been held back by divisions between strategy and organization theory in what theories should predict, what mechanisms are preferable predictors, and what outcomes are of interest. Despite these divisions, the last few years have seen particularly rapid progress, turning the behavioral theory of the firm into one of multiple organization theory sources of strategy knowledge. …

When And Why Narcissists Exhibit Greater Hindsight Bias And Less Perceived Learning, Satoris S. Howes, Edgar E. Kausel, Alexander T. Jackson, Jochen Reb

Research Collection Lee Kong Chian School Of Business

The present research sought to examine the impact of narcissism, prediction accuracy, and should counterfactual thinking—which includes thoughts such as “I should have done something different”—on hindsight bias (the tendency to exaggerate in hindsight what one knew in foresight) and perceived learning. To test these effects, we conducted four studies (total n = 727). First, in Study 1 we examined a moderated mediation model, in which should counterfactual thinking mediates the relation between narcissism and hindsight bias, and this mediation is moderated by prediction accuracy such that the relationship is negative when predictions are accurate and positive when predictions are …

To Give Or Not To Give? Choosing Chance Under Moral Conflict, Stephanie C. Lin, Taly Reich

Research Collection Lee Kong Chian School Of Business

Although prior research suggests that people should not prefer random chance to determine their outcomes, we propose that in the context of prosocial requests, a contingent of people prefer to rely on chance. We argue that this is because they are conflicted between losing resources (e.g., time, money) and losing moral selfregard. Across five studies, in both choices with binary outcomes (whether to volunteer) and ranges of outcomes (how much to donate), some people preferred to be randomly assigned an outcome rather than to make their own choices. This did not negatively affect prosocial behavior in binary choices and improved …

Opening Up: How Centralization Affects Participation And Inclusion In Strategy Making, Daniel Z. Mack, Gabriel Szulanski

Research Collection Lee Kong Chian School Of Business

Despite the benefits of opening the strategy process, greater inclusiveness and transparency stand in sharp contrast to the conventional emphasis on elitism and opacity in strategy making, especially in centralized organizations where decision making is driven by top management. We suggest that centralized organizations can manage this tension by combining participatory and inclusive practices. Whereas participation is about increasing stakeholders’ input for decisions, inclusion is about creating and sustaining a community of interacting stakeholders engaged in an ongoing stream of issues in the strategy process. We show that the distinction between partic- ipatory and inclusive practices helps to explain why …

Moral Traps: When Self-Serving Attributions Backfire In Prosocial Behavior, Stephanie C. Lin, Julian J. Zlatev, Dale T. Miller

Research Collection Lee Kong Chian School Of Business

Two assumptions guide the current research. First, people's desire to see themselves as moral disposes them to make attributions that enhance or protect their moral self-image: When approached with a prosocial request, people are inclined to attribute their own noncompliance to external factors, while attributing their own compliance to internal factors. Second, these attributions can backfire when put to a material test. Studies 1 and 2 demonstrate that people who attribute their refusal of a prosocial request to an external factor (e.g., having an appointment), but then have that excuse removed, are more likely to engage in prosocial behavior than …

Data From A Pre-Publication Independent Replication Initiative Examining Ten Moral Judgement Effects, Warren Thierny, Martin Schweinsberg, Jennifer Jordan, Michael Schaerer

Research Collection Lee Kong Chian School Of Business

We present the data from a crowdsourced project seeking to replicate findings in independent laboratories before (rather than after) they are published. In this Pre-Publication Independent Replication (PPIR) initiative, 25 research groups attempted to replicate 10 moral judgment effects from a single laboratory’s research pipeline of unpublished findings. The 10 effects were investigated using online/lab surveys containing psychological manipulations (vignettes) followed by questionnaires. Results revealed a mix of reliable, unreliable, and culturally moderated findings. Unlike any previous replication project, this dataset includes the data from not only the replications but also from the original studies, creating a unique corpus that …

Sidestepping The Rock And The Hard Place: The Private Avoidance Of Prosocial Requests, Stephanie C. Lin, Rebecca L. Schaumberg, Taly Reich

Research Collection Lee Kong Chian School Of Business

For some, facing a prosocial request feels like being trapped between a rock and a hard place, requiring either a resource (e.g., money) or psychological (e.g., self-reproach) cost. Because both outcomes are dissatisfying, we propose that these people are motivated to avoid prosocial requests, even when they face these requests in private, anonymous contexts. In two experiments, in which participants' anonymity and privacy was assured, participants avoided facing prosocial requests and were willing to do so at a personal cost. This was true both for people who would have otherwise complied with the request and those who would have otherwise …

I Follow My Heart And We Rely On Reasons: The Impact Of Self-Construal On Reliance On Feelings Versus Reasons In Decision Making, Jiewen Hong, Hannah H. Chang

Research Collection Lee Kong Chian School Of Business

Results from six experiments support the hypothesis that an accessible independent self-construal promotes a greater reliance on feelings in making judgments and decisions, whereas an accessible interdependent self-construal promotes a greater reliance on reasons. Specifically, compared to an interdependent self-construal, an independent self-construal increases the relative preference for affectively superior options as opposed to cognitively superior options (experiments 1A and 1B) and strengthens the effects of incidental mood on evaluations (experiment 2). Further, valuations of the decision outcome increase when independent (interdependent) consumers adopt a feeling-based (reason-based) decision strategy (experiment 3). Finally, these effects are moderated by decision focus (whether …

Anticipated Regret In Time-Based Work-Family Conflict, Jessica Bagger, Jochen Reb, Andrew Li

Research Collection Lee Kong Chian School Of Business

The primary purpose of this research was to investigate the role of anticipated regret in time-based work-family conflict decisions.

A total of 90 working parents responded to a decision making problem describing a time-based conflict between a work event and a family event. Participants' preference for which event to attend constituted the dependent variable. Independent variables were participants' work and family centralities. Anticipated regret for choosing the work option and anticipated regret for choosing the family option were measured as hypothesized mediators.

Structural equation modeling revealed that anticipated regret for choosing the family option mediated the relationship between work centrality …

Compliant Sinners, Obstinate Saints: How Power And Self-Focus Determine The Effectiveness Of Social Influences In Ethical Decision Making, Marko Pitesa, Stefan Thau

Research Collection Lee Kong Chian School Of Business

In this research, we examine when and why organizational environments influence how employees respond to moral issues. Past research has proposed that social influences in organizations affect employees' ethical decision making, but has not explained when and why some individuals are affected by an organizational environment and some disregard it. To address this problem, we drew on research on power to propose that power makes people more self-focused, which, in turn, makes them more likely to act upon their preferences and ignore (un)ethical social influences. Using both experimental and field methods, we tested our model across the three main paradigms …

Regret Salience And Accountability In The Decoy Effect, Terry Connolly, Jochen Reb, Edgar E. Kausel

Research Collection Lee Kong Chian School Of Business

Two experiments examined the impact on the decoy effect of making salient the possibility of post-decision regret, a manipulation that has been shown in several earlier studies to stimulate critical examination and improvement of decision process. Experiment 1 (N = 62) showed that making regret salient eliminated the decoy effect in a personal preference task. Experiment 2 (N = 242) replicated this finding for a different personal preference task and for a prediction task. It also replicated previous findings that external accountability demands do not reduce, and may exacerbate, the decoy effect. We interpret both effects in terms of decision …

Rules Or Consequences? The Role Of Ethical Mind-Sets In Moral Dynamics, Gert Cornelisson, Michael Ramsay Bashshur, Julian Rode, Marc Le Menestrel

Research Collection Lee Kong Chian School Of Business

Recent research on the dynamics of moral behavior has documented two contrasting phenomena—moral consistency and moral balancing. Moral balancing refers to the phenomenon whereby behaving ethically or unethically decreases the likelihood of engaging in the same type of behavior again later. Moral consistency describes the opposite pattern—engaging in ethical or unethical behavior increases the likelihood of engaging in the same type of behavior later on. The three studies reported here supported the hypothesis that individuals’ ethical mind-set (i.e., outcome-based vs. rule-based) moderates the impact of an initial ethical or unethical act on the likelihood of behaving ethically on a subsequent …

Adding Small Differences Can Increase Similarity And Choice, Jongmin Kim, Nathan Novemsky, Ravi Dhar

Research Collection Lee Kong Chian School Of Business

Similarity plays a critical role in many judgments and choices. Traditional models of similarity posit that increasing the number of differences between objects cannot increase judged similarity between them. In contrast to these previous models, the present research shows that introducing a small difference in an attribute that previously was identical across objects can increase perceived similarity between those objects. We propose an explanation based on the idea that small differences draw more attention than identical attributes do and that people’s perceptions of similarity involve averaging attributes that are salient. We provide evidence that introducing small differences between objects increases …

Performance Appraisals As Heuristic Judgments Under Uncertainty, Jochen Reb, Gary J. Greguras, Shenghua Luan, Michael A. Daniels

Research Collection Lee Kong Chian School Of Business

Employees are constantly making decisions and judgments that have the potential to affect themselves, their families, their work organizations, and on some occasion even the broader societies in which they live. A few examples include: deciding which job applicant to hire, setting a production goal, judging one’s level of job satisfaction, deciding to steal from the cash register, agreeing to help organize the company’s holiday party, forecasting corporate tax rates two years later, deciding to report a coworker for sexual harassment, and predicting the level of risk inherent in a new business venture. In other words, a great many topics …

Towards Interactive, Internet-Based Decision Aid For Vaccination Decisions: Better Information Alone Is Not Enough, Terry Connolly, Jochen Reb

Research Collection Lee Kong Chian School Of Business

Vaccination decisions, as in choosing whether or not to immunize one's small child against specific diseases, are both psychologically and computationally complex. The psychological complexities have been extensively studied, often in the context of shaping convincing or persuasive messages that will encourage parents to vaccinate their children. The computational complexity of the decision has been less noted. However, even if the parent has access to neutral, accurate, credible information on vaccination risks and benefits, he or she can easily be overwhelmed by the task of combining this information into a well-reasoned decision. We argue here that the Internet, in addition …

Tradeoffs And Depletion In Choice, Jing Wang, Nathan Novemsky, Ravi Dhar, Roy Baumeister

Research Collection Lee Kong Chian School Of Business

Four experiments examine why choices deplete executive resources. The authors show that the resolution of trade-offs is a driver of depletion effects arising from choice, and the larger the trade-offs, the greater is the depletion effect. The authors also find that choice difficulty not related to trade-offs does not influence the depleting effect of the choices. Finally, the authors find that though people can intuit some depletion effects, they do not intuit that choices or trade-offs within choices might be depleting and therefore fail to predict that larger trade-offs are more depleting.

From The Head And The Heart: Locating Cognition- And Affect-Based Trust In Managers' Professional Networks, Roy Y. J. Chua, Paul Ingram, Michael W. Morris

Research Collection Lee Kong Chian School Of Business

This article investigates the configuration of cognition- and affect-based trust in managers' professional networks, examining how these two types of trust are associated with relational content and structure. Results indicate that cognition-based trust is positively associated with economic resource, task advice, and career guidance ties, whereas affect-based trust is positively associated with friendship and career guidance ties but negatively associated with economic resource ties. The extent of embeddedness in a network through positive ties increases affect-based trust, whereas that through negative ties decreases cognition-based trust. These findings illuminate how trust arises in networks and inform network research that invokes trust …

Possession, Feelings Of Ownership, And The Endowment Effect, Jochen Reb, Terry Connolly

Research Collection Lee Kong Chian School Of Business

Research in judgment and decision making generally ignores the distinction between factual and subjective feelings of ownership, tacitly assuming that the two correspond closely. The present research suggests that this assumption might be usefully reexamined. In two experiments on the endowment effect we examine the role of subjective ownership by independently manipulating factual ownership (i.e., what participants were told about ownership) and physical possession of an object. This allowed us to disentangle the effects of these two factors, which are typically confounded. We found a significant effect of possession, but not of factual ownership, on monetary valuation of the object. …

Employee Incentives To Make Firm Specific Investment: Implications For Resource-Based Theories Of Corporate Diversification, Heli Wang, Jay B. Barney

Research Collection Lee Kong Chian School Of Business

We argue that the risk associated with the value of a firm's core resources has an impact on employee decisions to make firm-specific investments, independent of the threat of opportunism that might exist in a particular exchange. We further explore mechanisms firms may adopt to mitigate the employee incentive problem stemming from the risk associated with core resource value. These arguments shed new light on resource-based theories of corporate diversification.

What Makes And What Does Not Make A Real Option? A Study Of International Joint Ventures, Ilya Cuypers, Xavier Martin

Research Collection Lee Kong Chian School Of Business

This paper examines the boundaries of real options logic, with an application to joint ventures (JVs). We distinguish between forms of uncertainty that are resolved endogenously and those that are resolved exogenously, and theorize that only exogenous uncertainty will have the impact predicted by real options theory on a foreign investor's choice of how large an equity share to take in a JV. We theorize that macroeconomic and institutional variables generate exogenous uncertainty whereas, by contrast, cultural distance and choices pertaining to corporate scope and product or process development activities involve endogenous sources of uncertainty that investors can both assess …

Regret In Cancer-Related Decisions, Terry Connolly, Jochen Reb

Research Collection Lee Kong Chian School Of Business

Decision-related regret is a negative emotion associated with thinking about a past or future choice. The thinking component generally takes the form of a wish that things were otherwise and involves a comparison of what actually did or will take place with some better alternative--a counterfactual thought. For predecisional (anticipated) regret, the thinking involves a mental simulation of the outcomes that might result from different choice options. Prior research has focused on regret associated with decision outcomes, addressing especially (a) the comparison outcome selected and (b) whether the outcome resulted from action or inaction. More recent research examines regret associated …

East Vs. West: Strategic Marketing Management Meets The Asian Networks, George T. Haley, Chin Tiong Tan

Research Collection Lee Kong Chian School Of Business

Strategic management in Asia is different. Decision-making differs from that taught in Western, and even Asian, schools of business. In the last decade, the influence of Japanese management systems on Western management practice has become evident. Though the Japanese economy is the world's second largest, and Japan's population substantial, neither compares with the combined economies and combined populations of non-Japanese Asia. The influence of the most aggressive elements of the non-Japanese Asian business communities, the Overseas Chinese and Overseas Indian Networks cannot help to be felt on Western management practice. This article explains why this difference in decision-making styles exists, …