RULE INTERPRETATION AS AN INDICATOR OF STYLE OF MANAGEMENT<sup>1</sup>

Esser, Norbert J.; Strother, George B.

doi:10.1111/j.1744-6570.1962.tb00816.x

Cited by 3 publications

(3 citation statements)

References 5 publications

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“…This result is in line with previous findings (e.g. Ali, 1989b;Blankernship and Miles, 1968;Essner and Strother, 1962;Goodale, 1973;Gopula and Hafeez, 1964;Heller and Yukl, 1969). In contrast, a decision-maker's age has no significant impact on decision-making styles (see Table V).…”

Section: Hypotheses Testingsupporting

confidence: 92%

“…Maheshwari (1980) argues that the style of decision making in an organization is the result of the complex interaction of several factors, including the context and characteristics of the organization, the nature of the decisions, and the attributes and preferences of the decision-makers. Essner and Strother (1962) and Gopula and Hafeez (1964) found decision behavior to be related to educational levels, whereas Blankenship and Miles (1968); and Heller and Yukl (1969) found decision behavior to be related to managerial levels. It is clear from previous discussions that scholars and researchers are in disagreement with regard to two issues, namely, types of decision-making styles adopted by managers, and the variables influencing the adoption of certain decision-making styles.…”

Section: Factors Influencing Decision-making Stylesmentioning

confidence: 99%

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Predictors of decision‐making styles in a non‐western country

Yousef

1998

Leadership &Amp; Organization Development Journal

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This study focuses primarily on exploring the role of organizational culture and level of technology used in the organization as predictors of decision-making styles in a non-western country, the United Arab Emirates. Results suggest that organizational culture, and level of technology used in the organization in addition to decisionmaker's education and management levels are good predictors of decision-making styles in such an environment. Results also indicate that a tendency towards the participative style prevails among Arab, young, middle management and highly educated managers.

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Section: Hypotheses Testingsupporting

confidence: 92%

Section: Factors Influencing Decision-making Stylesmentioning

confidence: 99%

Predictors of decision‐making styles in a non‐western country

Yousef

1998

Leadership &Amp; Organization Development Journal

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“…On the contrary, Kumar and Yauger (1995) contend that there is a scarcity of examination on the influence of culture on decision-making. Hofstede (1980) and Tayeb (1988) consider that cultural background stimulus decision-making styles (Essner and Strother, 1962;Gopula and Hafeez, 1964). Adler (1991), Aram and Piraino (1978); Burger and Bass (1979), Kras (1989);and Wright (1981) also consider that decision-making style fluctuate significantly based on the culture.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

The impact of entrepreneurs’ decision-making style on SMEs’ financial performance

Weerasekara

Bhanugopan

2022

JEEE

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Purpose This study aims to investigate the impact of entrepreneurs’ decision-making styles on enterprise performance and suggests several entrepreneurial ecosystems – factors are impacting this relationship. The authors extend this line of work by examining how regional entrepreneurial culture, educational institutional support and business and social networks mediating the relationship between entrepreneurs’ decision-making style and small medium enterprises (SME)s’ financial performance. Design/methodology/approach The data were collected through an e-survey of SME owners in New South Wales, Australia. This study developed a model combining a set of entrepreneurial ecosystem factors, entrepreneurs’ decision-making styles and SMEs’ financial performance. Data were analysed using partial least square structural equation modelling. Findings The results suggest regional entrepreneurial culture, educational institutional support and business and social networks mediate the relationship between entrepreneurs’ decision-making style and SMEs’ financial performance. Hence, this study developed a more complete methodical understanding of entrepreneurs’ decision-making styles and their impact on SMEs’ financial performance. This study provides deeper insights into the conditions and processes by which an entrepreneurs’ decision-making style impacts SMEs’ financial performance. Originality/value The focus of this study was to understand the relationship of entrepreneurs’ decision-making styles on SMEs’ financial performance. The authors identified that the entrepreneurs’ decision-making style positively impacts SMEs’ financial performance. This study augments the body of knowledge by proposing ways in how the entrepreneurs’ decision-making style can be more strengthened.

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