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The cognitive micro-foundations, and socio-psychological mechanisms, of organizational decision-making in public management

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journal contribution
posted on 14.06.2022, 13:59 by Ian HodgkinsonIan Hodgkinson, Paul Hughes, Higor Leite

How do cognitive micro-foundations impact organizational decision-making in the public sector? The study focuses on the relationships between two cognitive micro-processes (intuitive, type I and rational, type II), and two contrasting organizational decision-making approaches of strategic planning and organizational spontaneity. Drawing on survey data from managers working across a range of public services in Brazil, the findings reveal rational reasoning drives both approaches to organizational decision-making. Intuitive reasoning, on the other hand, is observed to drive strategic planning only. Two sociopsychological mechanisms moderate the core relationships: bureaucracy strengthens the rational reasoning–planning relationship, but weakens the intuitive reasoning–spontaneity relationship, while organizational learning plays a critical role in activating the intuitive reasoning–organizational spontaneity relationship. Post hoc analysis of variance reveals a group of public service organizations that rely heavily on both decision-making modes and highlights the core features enabling paradoxical decision-making.

History

School

  • Business and Economics

Department

  • Business

Published in

British Journal of Management

Publisher

Wiley

Version

VoR (Version of Record)

Rights holder

© The Authors

Publisher statement

This is an Open Access Article. It is published by Wiley under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International Licence (CC BY-NC-ND). Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/

Acceptance date

14/05/2022

Publication date

2022-06-11

Copyright date

2022

ISSN

1045-3172

eISSN

1467-8551

Language

en

Depositor

Prof Ian Hodgkinson. Deposit date: 16 May 2022