The Influence of Decision Style on Decision Making Behavior

John C. Henderson and Paul C. Nutt
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John C. Henderson: University of Pennsylvania
Paul C. Nutt: Ohio State University

Management Science, 1980, vol. 26, issue 4, 371-386

Abstract: Cognitive styles measured by the Myers-Briggs indicator were studied to isolate how style influences decision behavior. An experiment was conducted in which experienced decision makers from hospitals and firms were asked to assess several capital expansion projects. To control for environmental factors, the project summaries were tailored to be compatible or incompatible with each individual's cognitive style. Risk and information sources were also controlled in the summary by using two levels of risk, defined by the spread of the return on investment (ROI) projections, and by using personal judgements or a computer-based model to provide the ROI estimates. The decision makers assessed each project, indicating their likelihood of adopting it and their perception of its risk. The impact of style, setting (hospital or firm), and the control factors (environment, information source, and risk) were related to a decision to adopt and assessments of risk by ANOVA techniques. Cognitive style was found to be an important factor in the decision to adopt and the assessment of risk. ST (sensation-thinking) styles saw the highest risk and were reluctant to adopt the projects, while SF (sensation-feeling) styles were risk tolerant and more likely to adopt the same projects. Our results support the views of cognitive theorists, who argue that decision style is an important determinant of behavior. Decisions seem to be a function of the decision maker's cognitive makeup which differs for different psychological types.

Keywords: organizational studies; decision making; cognitive style (search for similar items in EconPapers)
Date: 1980
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