Debiasing the supplier selection decision: a taxonomy and conceptualization

Abstract

Purpose The authors perform a large‐scale review of debiasing literature with the purpose of deriving a mutually exclusive and exhaustive debiasing taxonomy. This taxonomy is used to conceptualize debiasing activities in the supplier selection process. For each supplier selection‐debiasing construct, scale items are proposed. Design/methodology/approach A systematic classification approach was used to build a debiasing taxonomy, combined with a Q‐methodology. Findings Based on the developed and externally validated debiasing taxonomy, five debiasing activities for the supplier selection context are derived. The conceptual investigation of these supplier selection‐oriented debiasing measures helps both researchers and supply managers to gain a better understanding of debiasing mechanisms and to effectively further improve the supplier selection process by integrating behavioral aspects. Originality/value This research extends the taxonomy of decision biases developed by Carter, Kaufmann, and Michel, by systematically analyzing strategies to debias the decision‐making process. The highly fragmented research landscape on debiasing was inventoried and structured. As a result, a debiasing taxonomy was created that extracted five main debiasing categories. These were then conceptualized within the context of the supplier selection process. In doing so, debiasing literature from different research streams such as economics, psychology, and behavioral and strategic decision making was systematically integrated into the field of supply management. Proposed scale items allow for empirical investigation as a next step in the development of the nascent field of behavioral supply management.

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