Final published version
Licence: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License
Research output: Contribution to Journal/Magazine › Journal article › peer-review
<mark>Journal publication date</mark> | 30/04/2023 |
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<mark>Journal</mark> | British Journal of Management |
Issue number | 2 |
Volume | 34 |
Number of pages | 18 |
Pages (from-to) | 787-804 |
Publication Status | Published |
Early online date | 11/06/22 |
<mark>Original language</mark> | English |
How do cognitive micro-foundations impact organizational decision-making in public management? The study focuses on the relationships between two cognitive micro-processes (intuitive, type I and rational, type II) and the 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 that rational reasoning drives both approaches to organizational decision-making. Intuitive reasoning, on the other hand, is observed to drive strategic planning only. Two socio-psychological 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.