@ARTICLE{33704756_221051177_2018, 
	author = {Anatoliy Karpov}, 
	keywords = {, organizational decisions, managerial decisions, invariant choice structure, power impact, a voluntary choice, forced choice, shift the risk, the risk of polarizationdecision making},
	title = {Decision-making in organizations under power},
	journal = {Organizational Psychology},
	year = {2018},
	volume = {8},
	number = {2},
	pages = {8-26},
	url = {https://orgpsyjournal.hse.ru/en/2018-8-2/221051177.html},
	publisher = {},
	abstract = {The main goal is to identify and explain the specific features of decision-making processes in organizations in the terms of power influence. The research is based on a methodological approach to the study of decision-making processes in management activity, from the standpoint of which they are treated as integral processes of its mental regulation. According to this approach, these processesare based on the comprehensive invariant structure of its main components, the integration of which determines its main features. The design of the study involved a combination of professionographic activity-analytical schemes with the technique of situational modeling and study of managerial decision-making. In addition, it combined two approaches to the analysis of experimental materials.One of them had the character of structural analysis, and the second was based on phenomenological study. Structural analysis involves comparing these processes in terms of quantitative and qualitative parameters of their main components (information basis, criteria, alternatives, rules, methods, etc.). Findings. The main directions and regularities of content transformation characteristics of the main components of the decision-making processes are revealed and interpreted. It is shown that such a transformation is not only complex, but also coordinated, since its various forms are naturally interconnected with each other and, moreover, mutually determine each other. It is proved that the dominant vector of all these transformations is deoptimization of procedural characteristics of the decisions and, consequently, a decrease in its qualitative parameters. All discovered transformations are also interpreted in a more general organizational context. Value of the results. A new phenomenon, typical for decision-making processes is also discovered and interpreted. This phenomenon (the  phenomenon of "risk polarization") is typical for decision-making processes in hierarchically organized groups. It is most typical for managerial decisions in organizations. First identified and verified a new scientific the result, consisting in the proof that the specification of the decision-making processesin terms of power influence affects not only their phenomenological manifestations, but the basic components of these processes. These components are alternatives to choice, its criteria, as well as its information basis and implementation strategies.},
	annote = {The main goal is to identify and explain the specific features of decision-making processes in organizations in the terms of power influence. The research is based on a methodological approach to the study of decision-making processes in management activity, from the standpoint of which they are treated as integral processes of its mental regulation. According to this approach, these processesare based on the comprehensive invariant structure of its main components, the integration of which determines its main features. The design of the study involved a combination of professionographic activity-analytical schemes with the technique of situational modeling and study of managerial decision-making. In addition, it combined two approaches to the analysis of experimental materials.One of them had the character of structural analysis, and the second was based on phenomenological study. Structural analysis involves comparing these processes in terms of quantitative and qualitative parameters of their main components (information basis, criteria, alternatives, rules, methods, etc.). Findings. The main directions and regularities of content transformation characteristics of the main components of the decision-making processes are revealed and interpreted. It is shown that such a transformation is not only complex, but also coordinated, since its various forms are naturally interconnected with each other and, moreover, mutually determine each other. It is proved that the dominant vector of all these transformations is deoptimization of procedural characteristics of the decisions and, consequently, a decrease in its qualitative parameters. All discovered transformations are also interpreted in a more general organizational context. Value of the results. A new phenomenon, typical for decision-making processes is also discovered and interpreted. This phenomenon (the  phenomenon of "risk polarization") is typical for decision-making processes in hierarchically organized groups. It is most typical for managerial decisions in organizations. First identified and verified a new scientific the result, consisting in the proof that the specification of the decision-making processesin terms of power influence affects not only their phenomenological manifestations, but the basic components of these processes. These components are alternatives to choice, its criteria, as well as its information basis and implementation strategies.}
}