Multi-stakeholder decision theory

Samson, Danny; Foley, Pat; Gan, Heng; Gloet, Marianne

doi:10.1007/s10479-017-2433-3

Cited by 6 publications

(4 citation statements)

References 40 publications

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“…More generally, companies and their executives' value systems can be characterized as either “agents” or “stewards,” evidencing actions that prioritize company interests or broader stakeholder interests, respectively. In such a conceptualization (Fassin et al, 2017; Samson et al, 2018), an organization's value system can act as the most influential factor governing a multi‐stakeholder utility function. Whereas the policy statements and actions of some organizational agents exhibit a self‐oriented approach, others exhibit relatively steward‐like orientations.…”

Section: Theory and Literature Reviewmentioning

confidence: 99%

“…This concept has attracted a small amount of attention in managerial and leadership studies, yet the engrained value structure within Toyota merits further attention, both in terms of its theoretical and practical implications. It has been standard practice for Western automotive companies to take more agent-like stakeholder postures focusing foremostly on profit (Samson et al, 2018), sometimes leading to deleterious human outcomes such as in the Ford Pinto exploding gas tank debacle (Lee & Ermann, 1999) or the more recent Volkswagen emissions cheating scandal (Zhang et al, 2021). Future research might build upon the findings of the TMCA story to formulate actionable prescriptions for broader values-based management perspectives.…”

Section: Conclusion Future Research and Managerial Implicationsmentioning

confidence: 99%

“…The reskilling and upskilling initiatives at TMCA provided benefits in terms of psychological alignment and loyalty, yet further research is needed to consider how such initiatives might have been done differently, within different industries or national cultures, or indeed whether entirely different initiatives might have been effective in keeping a workforce engaged and productive as closure approaches. A body of knowledge needs to be created about how best to manage closures using a multi-stakeholder perspective (Samson et al, 2018). The increased movement of operations will likely cause plant closure capability to emerge as a valuable differentiator for manufacturing firms.…”

Section: Conclusion Future Research and Managerial Implicationsmentioning

confidence: 99%

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People, performance and transition: A case study of psychological contract and stakeholder orientation in the Toyota Australia plant closure

Samson

Swink

2022

J of Ops Management

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Operations managers often manage in times of change that exert pressure on values and methods usually developed during more stable eras. With increasing global volatility, companies open and close plants because of demand shifts, cost and reshoring considerations, and government-induced and market forces. Impacts of plant closures on local communities, employees, suppliers, and other stakeholders have been documented, but plant closure processes have not been extensively studied. This paper describes an engaged research study of Toyota Australia's manufacturing closure processes. We apply psychological contract theory, particularly of contract breach, to examine the "respectful" approach Toyota used to close its assembly operation in Melbourne. We examined the role that stakeholder theory plays in describing managerial motivations. Toyota allocated resources beyond typical expectations to prepare its workforce for their post-Toyota careers and lives. During the 4-year transition process, employee performance, and engagement improved, supporting propositions that reserves of employee goodwill can come into play when a psychological contract breach occurs. Further, leadership actions can moderate the negative impacts predicted by that theory, beyond outcomes that more transactional views would predict. Our study offers an elaborated model of psychological contract breach that future researchers can apply to plant closures and related operational contexts.

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Section: Theory and Literature Reviewmentioning

confidence: 99%

Section: Conclusion Future Research and Managerial Implicationsmentioning

confidence: 99%

Section: Conclusion Future Research and Managerial Implicationsmentioning

confidence: 99%

See 1 more Smart Citation

People, performance and transition: A case study of psychological contract and stakeholder orientation in the Toyota Australia plant closure

Samson

Swink

2022

J of Ops Management

Self Cite

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“…However, whether groups help to reduce bias (Kouchaki et al 2015;Rousseau 2018) or can also introduce it into a decision is not agreed (Marquis and Reitz 1969;Charness and Sutter 2012). In addition, for designating alternatives and probabilities, groups have been found to engage in negotiation (Marquis and Reitz 1969;Kugler et al 2012), but a research gap exists about how they define joint utilities (Samson et al 2018).…”

Section: Decision Making In Groupsmentioning

confidence: 99%

On the current state of combining human and artificial intelligence for strategic organizational decision making

Trunk

Birkel

Hartmann

2020

Bus Res

123

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Strategic organizational decision making in today’s complex world is a dynamic process characterized by uncertainty. Therefore, diverse groups of responsible employees deal with the large amount and variety of information, which must be acquired and interpreted correctly to deduce adequate alternatives. The technological potential of artificial intelligence (AI) is expected to offer further support, although research in this regard is still developing. However, as the technology is designed to have capabilities beyond those of traditional machines, the effects on the division of tasks and the definition of roles established in the current human–machine relationship are discussed with increasing awareness. Based on a systematic literature review, combined with content analysis, this article provides an overview of the possibilities that current research identifies for integrating AI into organizational decision making under uncertainty. The findings are summarized in a conceptual model that first explains how humans can use AI for decision making under uncertainty and then identifies the challenges, pre-conditions, and consequences that must be considered. While research on organizational structures, the choice of AI application, and the possibilities of knowledge management is extensive, a clear recommendation for ethical frameworks, despite being defined as a crucial foundation, is missing. In addition, AI, other than traditional machines, can amplify problems inherent in the decision-making process rather than help to reduce them. As a result, the human responsibility increases, while the capabilities needed to use the technology differ from other machines, thus making education necessary. These findings make the study valuable for both researchers and practitioners.

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