The Influence of Core Self-Evaluations on Group Decision Making Processes: A Laboratory Experiment

Matteo Cristofaro (), Pier Luigi Giardino and Luna Leoni
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Pier Luigi Giardino: Department of Management and Law, University of Rome ‘Tor Vergata’, 00133 Roma, Italy
Luna Leoni: Department of Management and Law, University of Rome ‘Tor Vergata’, 00133 Roma, Italy

Administrative Sciences, 2020, vol. 10, issue 2, 1-16

Abstract: The personal trait called Core Self-Evaluations (CSE) has been receiving increasing attention from behavioral strategy scholars due to its ability to predict job performance and to explain some facets of decision-making processes. However, despite previous studies hypothesizing that managers with high values of CSE are intuitive thinkers, beyond any doubt of their capacities and that they significantly lead to positive results for their organization, no one has empirically investigated these assumptions. This gap can be substantiated by the following research question: “ How do high Core Self-Evaluations influence team decision-making processes? ”. Answering it provides insights on how the evaluations that decision makers make about situations (and the consequent actions that are implemented) highly depend on decision makers’ inner traits and their effect on cognition. To fill this gap, 120 graduate students—divided into groups of four—took part in a simulation game and were asked to make decisions acting the role of General Manager of a small-sized manufacturing firm. Tests aimed at identifying the CSE and intuitive/reflecting thinking approach of participants were administered; moreover, the performance resulting from their decision-making processes and their estimation of reached results were collected. Results show that an average level of CSE is preferable to balance intuitive and reflective thinking, as well as avoiding overconfidence bias and reaching the best performance possible. This work suggests that there is a huge misattribution in considering a high level of CSE as being beneficial for decision-making processes and consequent performance.

Keywords: behavioral strategy; decision-making; core self-evaluations; intuition; overconfidence; performance (search for similar items in EconPapers)
JEL-codes: L M M0 M1 M10 M11 M12 M14 M15 M16 (search for similar items in EconPapers)
Date: 2020
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (3)

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