{"title":"选择改变行动时需要考虑多少信息?管理者注重宣传还是预防的影响","authors":"Melvyn R.W. Hamstra","doi":"10.1108/jmp-08-2023-0430","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>This research sought to understand better how readily managers choose action to change the status quo. Specifically, in experimentally manipulated ambiguous situations, I examined the effect of managers’ promotion and prevention focus on how much information they wish to review to help them choose.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>I developed a novel experimental paradigm and applied it in a sample of 157 managers. Managers faced choosing action (change the status quo) versus non-action (keep the status quo), and I test under which circumstances they want to review more information that they believe will help them choose effectively.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>The experiment showed evidence that (1) managers with a prevention focus want to review more information when they are trying to assure that they do not choose action erroneously; (2) managers with a promotion focus want to review more information when they are trying to assure that they do not choose non-action erroneously.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>This research provides an original perspective on a managerial decision-making phenomenon. It goes beyond managers’ choice preferences to examine a practically relevant outcome of the process of deliberating about taking action to change the status quo.</p><!--/ Abstract__block -->","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.1000,"publicationDate":"2024-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"How much information to consider when choosing action to change? The impact of managers’ promotion versus prevention focus\",\"authors\":\"Melvyn R.W. Hamstra\",\"doi\":\"10.1108/jmp-08-2023-0430\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p>This research sought to understand better how readily managers choose action to change the status quo. Specifically, in experimentally manipulated ambiguous situations, I examined the effect of managers’ promotion and prevention focus on how much information they wish to review to help them choose.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p>I developed a novel experimental paradigm and applied it in a sample of 157 managers. Managers faced choosing action (change the status quo) versus non-action (keep the status quo), and I test under which circumstances they want to review more information that they believe will help them choose effectively.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p>The experiment showed evidence that (1) managers with a prevention focus want to review more information when they are trying to assure that they do not choose action erroneously; (2) managers with a promotion focus want to review more information when they are trying to assure that they do not choose non-action erroneously.</p><!--/ Abstract__block -->\\n<h3>Originality/value</h3>\\n<p>This research provides an original perspective on a managerial decision-making phenomenon. It goes beyond managers’ choice preferences to examine a practically relevant outcome of the process of deliberating about taking action to change the status quo.</p><!--/ Abstract__block -->\",\"PeriodicalId\":48247,\"journal\":{\"name\":\"Journal of Managerial Psychology\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":3.1000,\"publicationDate\":\"2024-02-20\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Managerial Psychology\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1108/jmp-08-2023-0430\",\"RegionNum\":4,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Managerial Psychology","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1108/jmp-08-2023-0430","RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
How much information to consider when choosing action to change? The impact of managers’ promotion versus prevention focus
Purpose
This research sought to understand better how readily managers choose action to change the status quo. Specifically, in experimentally manipulated ambiguous situations, I examined the effect of managers’ promotion and prevention focus on how much information they wish to review to help them choose.
Design/methodology/approach
I developed a novel experimental paradigm and applied it in a sample of 157 managers. Managers faced choosing action (change the status quo) versus non-action (keep the status quo), and I test under which circumstances they want to review more information that they believe will help them choose effectively.
Findings
The experiment showed evidence that (1) managers with a prevention focus want to review more information when they are trying to assure that they do not choose action erroneously; (2) managers with a promotion focus want to review more information when they are trying to assure that they do not choose non-action erroneously.
Originality/value
This research provides an original perspective on a managerial decision-making phenomenon. It goes beyond managers’ choice preferences to examine a practically relevant outcome of the process of deliberating about taking action to change the status quo.
期刊介绍:
■Communication and its influence on action ■Developments in leadership styles ■How managers achieve success ■How work design affects job motivation ■Influences on managerial priorities and time allocation ■Managing conflicts ■The decision-making process in Eastern and Western business cultures