Social information processing in strategic decision-making: Why timing matters

Article Abstract:

In strategic decision-making process, the concept of 'timing effect' plays a vital role. It is largely an outcome of either pseudo-sequential games structures or simultaneous game structures. While pseudo-sequential game structures involve communication between individuals that helps to follow a sequential route, simultaneous game structures involve absence of knowledge of others strategic plans. A comparative study between these two, involving modification of processing time, social interaction, indicate that pseudo-sequential game structures influence the timing effect and decision-making outcomes.

Germany, Management dynamics, Management, Company business management

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Cross-cultural differences in choice behavior and use of decision aids: a comparison of Japan and the United States

Article Abstract:

Decision-making behaviors have been found to vary in different cultures. A study that made use of computerized decision aids indicated that the Japanese are more likely to evade confrontational strategies in their choice of conflict management approaches. This corresponds with previous research literature concerning cultural differences. Researches on decision-making should, therefore, incorporate cultural criteria so as not to generate biased results. Such factors would also prevent the misapplication of generalized behavioral theories.

Behavior Theory, Social aspects, Decision-making, Decision making, Analysis, Beliefs, opinions and attitudes, Human behavior, Americans, Cross-cultural studies, Cross cultural studies, Japanese, Japanese (Asian people), Choice (Psychology)

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Perceptions of accuracy and effort of decision strategies

Article Abstract:

Cost-benefit theories of decision strategy choice have emerged as an important description of human decision behavior. A survey is conducted to study perceptions of decision strategies, and the results indicate that participants as a group understood the accuracy and effort dimensions of decision strategies.

United States

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