DecisionSciRN: Leadership & Decision-Making (Topic)最新文献

{"title":"Should I Stay or Should I Go? Bank CEOs and the choice to opt-out of the Temporary Liquidity Guarantee Program","authors":"Anna‐Leigh Stone, Matthew Faulkner","doi":"10.2139/ssrn.3707244","DOIUrl":"https://doi.org/10.2139/ssrn.3707244","url":null,"abstract":"Extant finance research shows that personal and professional characteristics of CEOs influence decision-making, though banks are commonly excluded. We address this gap and investigate bank CEOs’ decisions on the Transaction Account Guarantee (TAG) Program and the Debt Guarantee Program (DGP), two government stimulus programs from the Great Recession. Adding tension to current CEO literature, bank CEOs behave differently and thus, policymakers do not have to contest with CEO characteristics concerning participation in stimulus. Additionally, the relationships between banks and bank holding companies (BHCs) is remarkably underexplored. We contribute to this area with a novel finding that individual banks held by BHCs tend to make uniform decisions across the BHC.","PeriodicalId":118523,"journal":{"name":"DecisionSciRN: Leadership & Decision-Making (Topic)","volume":"64 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131403461","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How to De-Bias Investment Judgement – Unpacking Bias and Possible Remedies in a Cap-Ital Investment Context","authors":"Andreas Scherm, Bernhard Hirsch, Matthias Sohn, Miriam K. Maske","doi":"10.2139/ssrn.3669007","DOIUrl":"https://doi.org/10.2139/ssrn.3669007","url":null,"abstract":"Extant research shows that managerial decision-making can be biased. One bias that has received attention from the psychological literature yet very little attention from business research is the unpacking bias. This bias suggests that the perceived probability that an event will occur generally increases when the event’s description is unpacked into a dis-junction of sub-events. We conduct an experiment with experienced managers (N = 249) and hypothesize that for a capital investment decision context, managers’ judgement of the probability of a future event depends on whether the event is described as one packed event or is unpacked into several disjoint sub-events. Additionally, we propose that altering the format of the description of an event’s occurrence from percentage values to relative frequencies reduces the unpacking bias. The results are consistent with both hypotheses. We do not find that using explicit instructions as an additional de-biasing measure further improves judgement. Our results contribute to research on managerial biases and provide practical implications for the design of management reports that are used as an informational basis for investment decisions.","PeriodicalId":118523,"journal":{"name":"DecisionSciRN: Leadership & Decision-Making (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131331186","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Effects of Top Management Team Conflict on Organization’s Decision-Making Ability and Executive Retention Programs: An Empirical Study From Sugar Mills","authors":"Dr. Rashid Shar Baloch","doi":"10.2139/ssrn.3655795","DOIUrl":"https://doi.org/10.2139/ssrn.3655795","url":null,"abstract":"This study finds that the Top Management Team (TMT) conflicts and a coalition are of great importance and an essential component of any organization. This has numerous significant motivational or disenchanting implications because they may envisage work and performance in ways that are unaccounted for by prevailing motivation practices. We hypothesize that TMT structure affects overall performance in relations to organizational decision-making ability and retention programs. We further construct that the role of TMT revolves around the Head of TMT or Managing Director (MD) and his capability and leadership skills to make his work and others' work more productive and pleasant, therefore he must have quality to set achievable, yet challenging goals for others and able to persuade TMT to modify their opinions. We also examined that what conflict resolution strategies and conflict management styles have congruence with MD leadership credentials & performance. The outcome of statistical analysis confirms that conflict among TMT and coalition of team members against change or diversity is significantly associated with decision-making ability and executive retention programs. We find coherence between MD leadership credentials and TMT conflict and coalition. Model estimation and coefficient of determination for TMT conflict, organizational decision-making ability and Leadership performance yielded significant results.","PeriodicalId":118523,"journal":{"name":"DecisionSciRN: Leadership & Decision-Making (Topic)","volume":"156 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133279682","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Power to the Outsiders: External Hiring and Decision Authority Allocation Within Organizations","authors":"Bryan Hong","doi":"10.1002/smj.3182","DOIUrl":"https://doi.org/10.1002/smj.3182","url":null,"abstract":"This study examines the relationship between external hiring and the allocation of decision authority within organizations, and how they interact to affect organizational change and innovation. We test our hypotheses using panel data for a nationally representative sample of businesses in Canada. We find that the practice of external hiring of managers and high-skilled non-managerial employees predicts greater decision authority allocated to each respective level of the hierarchy. Reallocation of authority is positively moderated by the strategic priority of i) workplace reorganization for managerial hiring, and ii) new product development for non-managerial hiring. We also find evidence of related associations with workplace reorganization and product innovation. The findings suggest that decision authority allocation is essential to effectively utilizing externally acquired human capital.","PeriodicalId":118523,"journal":{"name":"DecisionSciRN: Leadership & Decision-Making (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129021385","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"No Reliance on Guidance: Counter-Signaling in Management Forecasts","authors":"Cyrus Aghamolla, Carlos Corona, Rong Zheng","doi":"10.2139/ssrn.3219401","DOIUrl":"https://doi.org/10.2139/ssrn.3219401","url":null,"abstract":"This study presents and provides an explanation for a novel stylized fact: both high-performing public companies as well as more troubled companies withhold issuing guidance. We assume that the manager’s ability affects the level of earnings and the accuracy of the guidance, but issuing a forecast is costless for all manager types. Managers are thus able to signal their ability through accuracy in their forecasts. While high ability managers would seem to benefit the most from issuing guidance, in equilibrium we find that both high and low ability managers withhold guidance, while intermediate ability managers issue forecasts. This occurs since high ability managers do not need to rely on guidance in order to convey their ability to the market, while intermediate managers must forecast to separate from low ability managers. Hence, we find that high ability managers counter-signal in equilibrium by withholding guidance, which does not result in a subsequent “punishment” by the market. Additionally, the results offer new empirical predictions.","PeriodicalId":118523,"journal":{"name":"DecisionSciRN: Leadership & Decision-Making (Topic)","volume":"116 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114625835","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Promotion, Performance Rating Granularity, and Decision Spillover Effects","authors":"E. Chan, Todd A. Thornock","doi":"10.2139/ssrn.3236952","DOIUrl":"https://doi.org/10.2139/ssrn.3236952","url":null,"abstract":"We examine how managers’ consideration of a future promotion decision can influence their subjective evaluation of workers’ past job performance as well as their subsequent promotion decision. We predict that whether such effects manifest depends on the rating granularity (i.e., the number of ratings managers assign to workers) of the performance evaluation system. In our experimental setting, managers first evaluate workers’ past performance and then decide to promote either the worker best at the current job or the worker best suited for promotion. Results indicate that managers evaluate the worker best suited for promotion most favorably under a single-rating system when managers anticipate making a future promotion decision. This in turn increases managers’ likelihood of promoting that worker later, thereby effectively sorting workers to their jobs and mitigating the Peter Principle problem. Our study informs practice of the environmental factors and motivations that influence managers’ subjective evaluations and promotion decisions.","PeriodicalId":118523,"journal":{"name":"DecisionSciRN: Leadership & Decision-Making (Topic)","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124512011","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Impact of Media Sentiment on Firm Risk, Corporate Investment and Financial Policies","authors":"Jiexiang Huang, Helen Roberts, Eric K. M. Tan","doi":"10.2139/ssrn.3099307","DOIUrl":"https://doi.org/10.2139/ssrn.3099307","url":null,"abstract":"This study investigates the association between media sentiment and a comprehensive set of corporate decision making measures that capture firm, corporate investment, and financial policy risk. This study predicts that CEOs who achieve greater media coverage are more risk-seeking. We find a positive association between media sentiment and the volatility of future firm stock returns, research and development expenditures and cash holdings. CEOs are more overconfident when estimating returns and risk when media sentiment is strong and positive. CEOs are more risk-seeking when sentiment is negative in an attempt to salvage firm reputation and increase personal wealth. Liquidity is used to hedge risk when firms and CEOs face increased media coverage. Our findings support the role of media sentiment as an external mechanism monitoring firm risk and policies.","PeriodicalId":118523,"journal":{"name":"DecisionSciRN: Leadership & Decision-Making (Topic)","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-01-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131635378","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"An analysis of Decision-Making Styles (DMS): A study of Sri Lankan (SL) Managers","authors":"P. Elangkumaran, B. Nimalathasan","doi":"10.2139/ssrn.3736471","DOIUrl":"https://doi.org/10.2139/ssrn.3736471","url":null,"abstract":"Abstract: The main purpose of this study is to identify the decision-making styles of Sri Lankan managers. In this study, a sample of 150 managers in various organizations was surveyed.Following Ali's questionnaire (1993), managerial DMS were classified into autocratic,pseudoconsultative, consultative, participative, pseudo-participative, and delegative. Furthermore,descriptive statistical analysis was used of the survey data. The result reveals that the half of the SL managers is highly committed to participative style and they perceived participative style is most effective style. Further immediate supervisors perceived DMS also participative style. It is widely believed that the business philosophy of any country depends, to a large degree, upon their DMS.","PeriodicalId":118523,"journal":{"name":"DecisionSciRN: Leadership & Decision-Making (Topic)","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116748652","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Is it Worth it?","authors":"J. Detert, C. Black","doi":"10.2139/ssrn.3354962","DOIUrl":"https://doi.org/10.2139/ssrn.3354962","url":null,"abstract":"After finishing a PhD in immunology and working for a few years for a large pharmaceutical company, Eric Lafferty entered an executive MBA program intending to reorient his career toward more meaningful work. Thus he leapt at the chance to work in a significant leadership position at a government agency where he would be in charge of a group that vetted academic proposals to work toward experimental vaccines and drugs. However, he begins to reconsider it all after a series of bad experiences with a direct report whom he cannot fire. The case is designed to surface and explore students' instinctive decision-making and action tendencies around a complicated problem. Thus it is short enough to be read and responded to in class. Students are assigned readings and assignments related to the case after class discussion in which they are encouraged to reflect on their initial responses.The case is quite flexible and would work in any course that deals with leadership, difficult conversations, decision-making, organizational behavior, human resources, and related topics. It is appropriate for a range of levels and audiences, including undergraduate, MBA, and executive education. Excerpt UVA-OB-1276 Rev. Jun. 17 2019 Is It Worth It? After finishing a PhD in immunology and working a few years for a large pharmaceutical company, Eric Lafferty used his executive MBA program as a vehicle for refocusing his career. He wanted to use his academic background and still be somehow involved in developing new drugs, while also focusing more on discovery aimed at the world's most vexing health problems and neediest populations. Unfortunately, he had observed firsthand how big pharmaceutical companies generally did not have the leeway to focus R&D on the riskiest projects, especially if the work involved seeking solutions primarily for those who wouldn't be able to pay much for the products. Lafferty was no longer interested in this status quo—that is, in helping develop, for example, a slightly better cholesterol medicine that might yield high profits but would only be available to the richest people in the richest countries. Instead, he wanted to help families and neighbors in his hometown in rural Louisiana, and the hundreds of millions like them around the world, who still suffered from ailments for which there were no affordable, effective treatments available. He simply didn't believe that people should suffer or die because corporate science over-prioritized “ability to pay” and under-prioritized “revolutionary health improvements.” So Lafferty leapt at the chance to work in a significant leadership position at a government agency where he would be in charge of a group that vetted academic proposals to work toward experimental vaccines and drugs. In this position, he would have the power to administer millions of dollars in funding each year for drug and vaccine development that might actually help people irrespective of their ability to pay. Even though Laffert","PeriodicalId":118523,"journal":{"name":"DecisionSciRN: Leadership & Decision-Making (Topic)","volume":"85 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116708932","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}