On improving dynamic decision‐making: implications from multiple‐process cognitive theory

Bakken, Bent Erik

doi:10.1002/sres.906

Cited by 13 publications

(18 citation statements)

References 26 publications

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“…This highlights the role of intuition as a means to deal with excessive information-processing demands, arriving at plausible courses of action based on 'knowing how or what' but without knowing why (Ahlstrom & Nair, 2000;Hodgkinson et al, 2009). Organizational decision making then is increasingly seen as intuitive, rarely rational and logical (Bakken, 2008), spontaneous (Vera & Crossan 2004), and 4 reliant on novel ideas that are executed as they unfold (Moorman & Miner, 1998b), otherwise described as improvisation (see Nemkova et al, 2012).…”

Section: Improvisation Theorymentioning

confidence: 99%

Strategy development: Driving improvisation in Malaysia

Hodgkinson

Hughes

Arshad

2016

Journal of World Business

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Additional information:Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Driving Improvisation in Malaysia AbstractImprovisation is vital for strategy development, but there remains a lack of understanding about this phenomenon. This emerges directly from the insufficient investigation of its drivers and context. This paper extends improvisation research to the unexplored competitive settings of an emerging middle-income economy. Drawing on survey data from Malaysian research-intensive firms, we examine managerial and organizational antecedents of improvisation under turbulence.Findings reveal that organizational risk-taking and manager expertise are common antecedents of improvisation, but additional relationships arise under high (flexibility) and low turbulence (learning, manager tenure), developing capacity to inform practice, which is critically lacking in international business and management theory.Keywords: emerging economy, improvisation, Malaysia, middle-income, strategy, turbulence, IntroductionOrganizational improvisation has emerged as a very important phenomenon in the business arena, enabling manager spontaneity to enable change as circumstances evolve Improvisation theory proposes that firm characteristics can drive action and execution, but this assumes that firms with high or low improvisation share simply high or low levels of the same internal characteristics. Furthermore, research into improvisation typically has not examined antecedent factors but rather has concentrated on outcomes of improvisation (e.g., Nemkova et al., 2012). Despite the environmental context from which improvisation emerges being a key theoretical contingency (Chelariu, Johnston, & Young, 2002;Vendelø, 2009), extant improvisation research has also been biased towards study in high-velocity markets of developed economies (see Aram & Walochik, 1996;Cunha, 2005). As a result, the drivers of improvisation in the different competitive settings of emerging economies remain unexplored. With higher levels of uncertainties than their peers in developed economies and greater frequency of 2 surprising events, arising from rapid and chaotic environmental changes (Zheng & Mai, 2013) the apparent need for firms to adapt to their environment gives rise to our research question:what drives organizational improvisation in an emerging economy under conditions of turbulence?Focusing on this research question, we argue that managerial and organizational characteristics directly affect organizational improvisation, and also competitive turbulence impact...

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Section: Improvisation Theorymentioning

confidence: 99%

Strategy development: Driving improvisation in Malaysia

Hodgkinson

Hughes

Arshad

2016

Journal of World Business

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“…Penelitian sebelumnya telah mengungkapkan bahwa feedback dapat meningkatkan penalaran dan membentuk kognitif auditor sesuai penugasannya (Bonner dan Walker 1994;Earley 2001Earley , 2003Earley et al 1990;Tuttle dan Stock 1998;Moeckel 1990;Tan 1995;Bakken 2008). Selanjutnya, feedback menurunkan kesenjangan antara kognitif auditor dengan persyaratan penugasannya (Sitzmann et al 2010;Thurlings et al 2013;Hirst et al 1999;Hirst dan Luckett 1992;Arunachalam dan Daly 1996).…”

Section: Pendahuluanunclassified

“…Menurut Bakken (2008) dan Libby (1995), jika auditor tidak memiliki pengalaman atas suatu penugasan, maka auditor dapat belajar membuat judgment dengan berlatih melaksanakan penugasan audit dan diikuti dengan telaah dari feedback. Sebagai implikasi, feedback merupakan metode pembelajaran yang efektif bagi auditor karena memori auditor terbentuk sesuai penugasan melalui telaah berulang dari feedback (Bonner dan Walker 1994;Hirst et al 1999;Bédard 1989;Gibbins 1984).…”

Section: Peran Feedback Terhadap Kinerja Auditorunclassified

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Peranan Feedback Dalam Mengoptimalkan Pelatihan Penugasan Review Pengendalian Intern: Eksperimen Dengan Kerangka Teori Kognitif

Nurim¹,

Kusuma²,

Supriyadi³

et al. 2015

JAKI

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Based on cognitive theory, this study aims to compare between outcome feedback and explanatory feedback in the acquiring of internal control review task knowledge and performance. Both of feedbacks serve different review mechanism, so it will influence auditor's judgment process. This study uses experimental method, involving undergraduate accounting students as participants as a proxy for inexperienced auditors. The result implies that training should enhance the optimum knowledge acquisition because the appropriateness of training method will encourage optimum auditor's performance in internal control review.Keywords: internal control knowledge, internal control review task performance, outcome feedback, explanatory feedback, cognitive theory AbstrakBerdasarkan teori kognitif, penelitian ini membandingkan tingkat pemerolehan pengetahuan dan capaian kinerja penugasan review pengendalian intern antara metode outcome feedback dengan explanatory feedback. Kedua jenis feedback tersebut menyediakan mekanisme telaah yang berbeda sehingga keduanya akan memengaruhi proses judgment auditor. Penelitian ini menggunakan metode eksperimen dan melibatkan mahasiswa jurusan akuntansi sebagai proksi auditor tidak berpengalaman. Hasil penelitian mengimplikasikan pelatihan seharusnya berupaya mengoptimalkan pemerolehan pengetahuan sebab ketepatan metode pelatihan akan mengoptimalkan kinerja auditor dalam melaksanakan penugasan review pengendalian intern.Kata kunci: pengetahuan pengendalian intern, kinerja penugasan review pengendalian internal, outcome feedback, explanatory feedback, teori kognitif

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“…In contrast, with dynamic decision situations, the DM makes a series of choices, each dependent on the last, and attempts to maximize payoffs in the long run. Due to its complicated nature, the DDM has not received the same attention as static decision making [6].…”

Section: Literature Reviewmentioning

confidence: 99%

Dynamic Decision Making and Race Games

Seale

2013

ISRN Operations Research

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Frequent criticism of dynamic decision making research pertains to the overly complex nature of the decision tasks used in experimentation. To address such concerns, we study dynamic decision making with respect to a simple race game, which has a computable optimal strategy. In this two-player race game, individuals compete to be the first to reach a designated threshold of points. Players alternate rolling a desired quantity of dice. If the number one appears on any of the dice, the player receives no points for his turn; otherwise, the sum of the numbers appearing on the dice is added to the player's score. Results indicate that although players are influenced by the game state when making their decisions, they tend to play too conservatively in comparison to the optimal policy and are influenced by the behavior of their opponents. Improvement in performance was negligible with repeated play. Survey data suggests that this outcome could be due to inadequate time for learning or insufficient player motivation. However, some players approached optimal heuristic strategies, which perform remarkably well.

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On improving dynamic decision‐making: implications from multiple‐process cognitive theory

Cited by 13 publications

References 26 publications

Strategy development: Driving improvisation in Malaysia

Strategy development: Driving improvisation in Malaysia

Peranan Feedback Dalam Mengoptimalkan Pelatihan Penugasan Review Pengendalian Intern: Eksperimen Dengan Kerangka Teori Kognitif

Dynamic Decision Making and Race Games

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