The cognitive micro-foundations, and socio-psychological mechanisms, of organizational decision-making in public management
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.
- Business and Economics
Published inBritish Journal of Management
- VoR (Version of Record)
Rights holder© The Authors
Publisher statementThis 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/