Abstract:
ORIENTATION : Values influence decision-making in organisations; however, it is not yet clear how values of openness to change and conservation determine decision quality when managers are faced by competing values.
RESEARCH PURPOSE : The research examines the relationships between managerial values of openness to change and conservation and cognitive decision quality.
MOTIVATION FOR RESEARCH : We argue that values influence cognitive decision-making quality.
RESEARCH APPROACH/DESIGN AND METHOD : The quantitative research design made use of the portrait value questionnaire–based values of openness to change and conservation in relation to a measure of decision-making quality based on two value clashing decision scenarios.
Main findings: The results revealed that the managers’ cognitive decision-making quality was lower for those who valued tradition within the conservation value block, with some indication that self-directed thought related to better cognitive processing of decision alternatives.
Contribution/value-add: The research demonstrates how the operationalised integrative complexity measure may be used as a novel decision-making quality metric. In addition, it introduces new value-sensitive decision-making scenarios. It also demonstrates that decision quality considerations in the value-driven decision-making dialogue are as important as ethical considerations. A values and quality decision-making framework gives managers an approach to higher quality decisions.
PRACTICAL/MANAGERIAL IMPLICATIONS : As values are stable rules of behaviour, the results support the development of decision-making quality and values awareness for managers.
