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The Cognitive Micro-foundations, and Socio-psychological Mechanisms, of Organizational Decision-Making in Public Management

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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The Cognitive Micro-foundations, and Socio-psychological Mechanisms, of Organizational Decision-Making in Public Management. / Hodgkinson, Ian R.; Hughes, Paul; Leite, Higor.
In: British Journal of Management, Vol. 34, No. 2, 30.04.2023, p. 787-804.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Hodgkinson, IR, Hughes, P & Leite, H 2023, 'The Cognitive Micro-foundations, and Socio-psychological Mechanisms, of Organizational Decision-Making in Public Management', British Journal of Management, vol. 34, no. 2, pp. 787-804. https://doi.org/10.1111/1467-8551.12629

APA

Hodgkinson, I. R., Hughes, P., & Leite, H. (2023). The Cognitive Micro-foundations, and Socio-psychological Mechanisms, of Organizational Decision-Making in Public Management. British Journal of Management, 34(2), 787-804. https://doi.org/10.1111/1467-8551.12629

Vancouver

Hodgkinson IR, Hughes P, Leite H. The Cognitive Micro-foundations, and Socio-psychological Mechanisms, of Organizational Decision-Making in Public Management. British Journal of Management. 2023 Apr 30;34(2):787-804. Epub 2022 Jun 11. doi: 10.1111/1467-8551.12629

Author

Hodgkinson, Ian R. ; Hughes, Paul ; Leite, Higor. / The Cognitive Micro-foundations, and Socio-psychological Mechanisms, of Organizational Decision-Making in Public Management. In: British Journal of Management. 2023 ; Vol. 34, No. 2. pp. 787-804.

Bibtex

@article{e7e52eface3944df8402aa17ccca4928,
title = "The Cognitive Micro-foundations, and Socio-psychological Mechanisms, of Organizational Decision-Making in Public Management",
abstract = "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.",
author = "Hodgkinson, {Ian R.} and Paul Hughes and Higor Leite",
year = "2023",
month = apr,
day = "30",
doi = "10.1111/1467-8551.12629",
language = "English",
volume = "34",
pages = "787--804",
journal = "British Journal of Management",
issn = "1045-3172",
publisher = "Blackwell Publishing Ltd",
number = "2",

}

RIS

TY - JOUR

T1 - The Cognitive Micro-foundations, and Socio-psychological Mechanisms, of Organizational Decision-Making in Public Management

AU - Hodgkinson, Ian R.

AU - Hughes, Paul

AU - Leite, Higor

PY - 2023/4/30

Y1 - 2023/4/30

N2 - 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.

AB - 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.

U2 - 10.1111/1467-8551.12629

DO - 10.1111/1467-8551.12629

M3 - Journal article

AN - SCOPUS:85131518559

VL - 34

SP - 787

EP - 804

JO - British Journal of Management

JF - British Journal of Management

SN - 1045-3172

IS - 2

ER -