How much information to consider when choosing action to change? The impact of managers’ promotion versus prevention focus

Melvyn R.W. Hamstra
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Melvyn R.W. Hamstra: LEM - Lille économie management - UMR 9221 - UA - Université d'Artois - UCL - Université catholique de Lille - Université de Lille - CNRS - Centre National de la Recherche Scientifique

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Abstract: This research sought to understand better how readily managers choose action to change the status quo. Specifically, in experimentally manipulated ambiguous situations, I examined the effect of managers' promotion and prevention focus on how much information they wish to review to help them choose. Design/methodology/approach I developed a novel experimental paradigm and applied it in a sample of 157 managers. Managers faced choosing action (change the status quo) versus non-action (keep the status quo), and I test under which circumstances they want to review more information that they believe will help them choose effectively. Findings The experiment showed evidence that (1) managers with a prevention focus want to review more information when they are trying to assure that they do not choose action erroneously; (2) managers with a promotion focus want to review more information when they are trying to assure that they do not choose non-action erroneously. Originality/value This research provides an original perspective on a managerial decision-making phenomenon. It goes beyond managers' choice preferences to examine a practically relevant outcome of the process of deliberating about taking action to change the status quo.

Date: 2024-02-20
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Published in Journal of Managerial Psychology, 2024, 39 (2), pp.202-214. ⟨10.1108/JMP-08-2023-0430⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04547009

DOI: 10.1108/JMP-08-2023-0430

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