قضاوت و تصمیم گیری سازمانی
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قضاوت و تصمیم گیری سازمانی

عنوان فارسی مقاله: احساسات در قضاوت و تصمیم گیری سازمانی
عنوان انگلیسی مقاله: Emotion in organizational judgment and decision making
مجله/کنفرانس: دینامیک سازمانی – Organizational Dynamics
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت کسب و کار
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus – Master Journals List – JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.orgdyn.2019.02.004
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2020
ایمپکت فاکتور: 1.552 در سال 2019
شاخص H_index: 55 در سال 2020
شاخص SJR: 0.634 در سال 2019
شناسه ISSN: 0090-2616
شاخص Quartile (چارک): Q1 در سال 2019
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 7
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: خیر
آیا این مقاله مدل مفهومی دارد: ندارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: ندارد
کد محصول: E14897
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Emotions are ubiquitous


Effects of experienced emotions on JDM are predictable


Effects of emotions can be changed


Conclusion


Selected bibliography


Vitae

نمونه متن انگلیسی مقاله

“I’ll have time for feelings after I’m dead. Right now,we’re busy.”- Michael Griffin (2006), former Administrator of NASAMany people believe, as Griffin does, that judgment anddecision making (JDM) should be devoid of emotion. Managerswho share this belief risk misunderstanding the basis oftheir decisions and the decisions of those around them.Overlooking emotion will result in missed opportunitiesnot only to correct biases, but also to use emotions as toolsto improve decision making.Scientific research examining the role of emotion in JDMhas expanded exponentially in the last several decades.Researchers now acknowledge that emotions constitute,for better and worse, potent and pervasive drivers of behavior.Emotions, such as fear and anger, trigger a chain ofbiological, behavioral, and cognitive reactions; even whenfleeting, they alter hormone secretion for hours, triggerreadiness for action, and shape the encoding, processing,and recall of information. Emotions, in this sense, form aperceptual lens through which individuals interpret theworld.Emotions pervade JDM processes in both personal andprofessional contexts, which can overlap. Consider threeexamples, each derived from results of studies:1. A manager spends two hours in bumper-to-bumper trafficon the way to work. Upon arrival, she angrily declines arequest for a potentially profitable partnership withoutgiving it due consideration.2. A chronically anxious banker avoids taking higher riskswhen trading stock options than his competitors do. Inturn, he reaps lower returns than they do.3. A mayor, deeply saddened at the enormous loss hercommunity experienced from a hurricane, settles foran immediate relief option rather than a more long-termsolution to failing infrastructure.To avoid situations such as these, it is useful to develop anuanced understanding of human emotion. Here we reviewthe empirical evidence, highlighting three key insights fordecision making within organizations. First, emotions perme-ate JDM, taking the forms of expected emotion, experiencedemotion, or dispositional emotion. Second, emotions exerteffects on JDM via three predictable pathways: content ofthought, depth of thought, and implicit goal activation. Third,effects of emotions can be systematically dampened or chan-neled to optimize JDM, depending on the needs of the situa-tion. Predicting the likely effects of any given emotion createsopportunities to design decision environments in such a waythat emotions useful to JDM are enhanced and emotions thatmay undermine JDM are reduced. In sum, this review aims toprovide a foundation for improved JDM within organizations byilluminating the role of emotion.

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