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Zhanna Fedotova 1, Milana Hachaturova
  • 1 National Research University Higher School of Economics, 20 Myasnitskaya Str., Moscow, 101000, Russian Federation

Factors of Organizational Decision-Making about the Choice of Interaction Strategies under Conditions of Uncertainty (in Russian)

2017. Vol. 7. No. 2. P. 102–125 [issue contents]
The process of organizational decision-making depends on a number of factors. We presentthe results of our experimental study based on L. Thompson, J. Wang, and B. Gunia’s level model ofdecision-making factors (Thompson, Wang, & Gunia, 2010). We considered interpersonal level of organizational decision-making process, thus, the aim of the study was to investigate the affective, situational, and cognitive factors of organizational decision-making about the choice of interaction strategies under conditions of uncertainty. Methodolgy. We describe the results of the experiment in which the process of decision-making about the choice of interaction strategies was modeled with the help of “Prisoners’ Dilemma” from the game theory. In addition, we used the adapted version of PANAS technique (Positive Affect and Negative Affect Scale) to diagnose a person’s emotional state (Osin, 2012). The study involved 120 subjects, 69 women and 51 men, employees of Russian organizations, mean age was 36.8 years. All subjects were divided into six groups of 20 examinees — one control group and five experimental groups. Findings. The results showed that the affective factor of both positive and negative valence influences the choice of the interaction strategy. The positive emotions increase the likelihood of a decision in favor of a cooperation strategy (χ2, р = 0.001), the negative emotions increase the probability of the choice of a confrontation strategy (χ2, р = 0.01). Time shortageas the situational factor influences the employees’ choice of confrontation strategy (χ2, р = 0.019). Informing the attitude, aimed at the choice of a cooperation strategy, the likelihood of a decision-makingin accordance with this attitude increases (χ2, р = 0.01). The other way, in forming the attitude, aimedat the choice of a cooperation strategy, the likelihood of a decision-making in accordance with this attitude does not change (χ2, р = 0.125). Value of the results. On the basis of these results a number of practical recommendations and a program of psychological training for employees can be formulated.

Citation: Fedotova Zh., Hachaturova M. (2017) Faktory prinyatiya organizatsionnykh resheniy o vybore strategiy vzaimodeystviya v usloviyakh neopredelennosti [Factors of Organizational Decision-Making about the Choice of Interaction Strategies under Conditions of Uncertainty]. Organizational Psychology, vol. 7, no 2, pp. 102-125 (in Russian)
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