 The effects of culture on decision makingPaul C Nutt Omega, 1988, vol. 16, issue 6, 553-567 Abstract: This paper reports on research that explored the impact of culture on decision making. Using Jungian concepts, culture was defined as developing understanding that is derived from analytic, consultative, inspirational (charismatic), and speculative inferences. To determine the impact of culture, 108 managers from utilities, 55 from nursing homes, and 52 from hospitals rated eight project scenarios with each of the four cultures crossed with high and low performance uncertainty. Each set of eight projects described capacity expansions for a capital plan, keyed to each industry. Culture was found to be the dominant explanatory variable. In utilities and hospitals analytical cultures were preferred and consultative cultures were treated as poor prospects for investment. Nursing home managers preferred consultative culture, but become indifferent when uncertainty increased, suggesting that uncertainty made a consultative culture seem less viable. This preference for analysis is dramatically different from the manager's personal views in which analysis is viewed as risky and consultation is preferred to cope with risk. The implications of these findings are discussed. Date: 1988 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jomega:v:16:y:1988:i:6:p:553-567 Ordering information: This journal article can be ordered from Access Statistics for this article Omega is currently edited by B. Lev More articles in Omega from Elsevier |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.