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The Effects of Personality Type on Choices Made in Strategic Decision Situations*
16 references·16 citing·37 second hopsampled
The Effects of Personality Type on Choices Made in Strategic Decision Situations* (1991)The Effects of Personality Type on Choice…Handbook of social psychology (2004)Handbook of social psychologyMaking Management Decisions: the Role of Intuition and Emotion (1987)Making Management Decisions: …Research in Organizational Behavior. (1986)Research in Organizational Be…Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organizat…Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organizat…Strategy‐making and environment: The third link (1983)Strategy‐making and environme…Managerial Response to Changing Environments: Perspectives on Problem Sensing from Social Cognition (1982)Managerial Response to Changi…Judgment under uncertainty: Heuristics and biases (1982)Judgment under uncertainty: H…Challenging strategic planning assumptions (1981)Challenging strategic plannin…Handbook of Industrial and Organizational Psychology. (1977)Handbook of Industrial and Or…Behavioral Decision Theory (1977)Behavioral Decision TheoryThe Structure of "Unstructured" Decision Processes (1976)The Structure of "Unstructure…Perseverance in self-perception and social perception: Biased attributional processes in the debriefing paradigm. (1975)Perseverance in self-percepti…Handbook of Organizations. (1966)Handbook of Organizations.Experimental and Quasi-Experimental Designs for Research (1963)Experimental and Quasi-Experi…The Myers-Briggs Type Indicator: Manual (1962). (1962)The Myers-Briggs Type Indicat…The impact of CFO gender on corporate overinvestment (2022)The impact of CFO gender on c…100 Years of Scientific Evolution of Work and Organizational Psychology: A Bibliometric Network Analysis From 1919 to 2019 (2020)100 Years of Scientific Evolu…Reducing biases of decision-making processes in complex organizations (2017)Reducing biases of decision-m…Dealing with challenges to methodological pluralism: The paradigm problem, psychological resistance and cultural barriers (2016)Dealing with challenges to me…Exploring individual differences in scenario planning workshops: A cognitive style framework (2012)Exploring individual differen…Export stimuli revisited: The influence of the characteristics of managerial decision makers on international behaviour (2011)Export stimuli revisited: The…Chief executives’ self-regulation and strategic orientation: A theoretical model (2010)Chief executives’ self-regula…Realising Systems Thinking: Knowledge and Action in Management Science (2006)Realising Systems Thinking: K…Managers and strategic decisions: does the cognitive style matter? (2006)Managers and strategic decisi…An Empirical Test of Cognitive Style and Strategic Decision Outcomes* (2005)An Empirical Test of Cognitiv…Intuitive vs. analytical decision making: which is preferred? (2003)Intuitive vs. analytical deci…Propensity to adopt technological innovations: the impact of personal characteristics and organizational context (1999)Propensity to adopt technolog…Exploring inpatriate manager issues: an exploratory empirical study (1999)Exploring inpatriate manager …Designing personalized intelligent financial decision support systems (1999)Designing personalized intell…The cognitive style and strategic decisions of managers (1997)The cognitive style and strat…Using the Myers-Briggs Type Indicator to Study Managers: A Literature Review and Research Agenda (1996)Using the Myers-Briggs Type I…Strategy-Making in Three Modes (1973)Strategic management of small firms in hostile and benign environments (1989)A Conceptual Model of Entrepreneurship as Firm Behavior (1991)Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance (1996)Insight. A Study of human understanding (1958)A Strategy of Decision. (1964)The Nature of Managerial Work (1974)Organizational Information Requirements, Media Richness and Structural Design (1986)DISTINGUISHING THE EFFECTS OF FUNCTIONAL AND DYSFUNCTIONAL CONFLICT ON STRATEGIC DECISION MAKING: RESOLVING A PARADOX FOR TOP MANAGEMENT TEAMS. (1996)THE DYNAMIC NATURE OF CONFLICT: A LONGITUDINAL STUDY OF INTRAGROUP CONFLICT AND GROUP PERFORMANCE. (2001)The social psychology of organizing (1969)The Social Psychology of Organizations. (1979)Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)Market Orientation: Antecedents and Consequences (1993)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)American Economic Review (2019)The Elaboration Likelihood Model of Persuasion (1986)Ethical Decision Making by Individuals in Organizations: An Issue-Contingent Model (1991)Differences between entrepreneurs and managers in large organizations: Biases and heuristics in strategic decision-making (1997)Evaluating the use of exploratory factor analysis in psychological research. (1999)The job demands-resources model of burnout. (2001)Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Determining Validity in Qualitative Inquiry (2000)Mixed Methods Research: A Research Paradigm Whose Time Has Come (2004)A meta-analytic test of intergroup contact theory. (2006)Some Social Requisites of Democracy: Economic Development and Political Legitimacy (1959)Role congruity theory of prejudice toward female leaders. (2002)Social Influence: Compliance and Conformity (2004)Sensemaking and sensegiving in strategic change initiation (1991)Defining the Family Business by Behavior (1999)A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature (2009)Self-Reports in Organizational Research: Problems and Prospects (1986)Managing Legitimacy: Strategic and Institutional Approaches (1995)Toward a knowledge‐based theory of the firm (1996)Organizational Culture: Can It Be a Source of Sustained Competitive Advantage? (1986)Firm Resources and Sustained Competitive Advantage (1991)Characteristics of partnership success: Partnership attributes, communication behavior, and conflict resolution techniques (1994)
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References

  • 1963Experimental and Quasi-Experimental Designs for Research15,090 cited
  • 1977Handbook of Industrial and Organizational Psychology.11,945 cited
  • 1986Research in Organizational Behavior.10,897 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers10,217 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers9,088 cited
  • 2004Handbook of social psychology4,689 cited
  • 1976The Structure of "Unstructured" Decision Processes3,759 cited
  • 1982Judgment under uncertainty: Heuristics and biases3,643 cited
  • 1966Handbook of Organizations.2,373 cited
  • 1983Strategy‐making and environment: The third link1,984 cited
  • 1977Behavioral Decision Theory1,731 cited
  • 1982Managerial Response to Changing Environments: Perspectives on Problem Sensing from Social Cognition1,209 cited
  • 1987Making Management Decisions: the Role of Intuition and Emotion1,188 cited
  • 1962The Myers-Briggs Type Indicator: Manual (1962).1,107 cited
  • 1981Challenging strategic planning assumptions1,079 cited
  • 1975Perseverance in self-perception and social perception: Biased attributional processes in the debriefing paradigm.

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1,052 cited

Cited by

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  • 2012Exploring individual differences in scenario planning workshops: A cognitive style framework59 cited
  • 2017Reducing biases of decision-making processes in complex organizations58 cited
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  • 2020100 Years of Scientific Evolution of Work and Organizational Psychology: A Bibliometric Network Analysis From 1919 to 201955 cited
  • 1997The cognitive style and strategic decisions of managers53 cited
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