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In this chapter it is demonstrated that the way in which leaders implement a decision largely depends on the nature of it, that is, whether it is strategic or not. Leaders must be as open as possible and not withhold information from the persons involved in the process. Therefore, they should distribute as much relevant information as possible to meeting participants before a meeting. At the same time, they must be able to steer the process. It is not unusual for there to be a separation between the formulation and implementation of a strategic decision. Often, it is the top leadership that formulates the decision problem and the middle managers that implement its solution. For this reason, it is relatively common that the top leadership signals that the implementation has been successful as soon as the middle managers begin to report positive results. This can sometimes happen even though most of the implementation is incomplete. However, there are also cases where the top leaders rule out certain implementation processes as failures when in fact they prove later on to be successful. A common problem in organizations is that leaders often inherit the task of implementing decisions that past leaders have made. In order to succeed with an implementation, leaders must understand the importance of the process. They must communicate their vision clearly, evaluate and monitor continuously, and allow interested parties to participate actively in the process. They should also understand that what at first may look like a failure, at a later stage may prove to be a success.

The effects of various decision‐making team sizes in a complex business game were studied. Firm size was associated with nonlinear performance results and decision curves resulting in differential learning outcomes, learning sources, attrition rates, and decisionmaking behaviors. A three‐member format produced the highest learning levels while two‐member firms experienced only marginally significant knowledge increases. Single‐member firms experienced the most bankruptcies and dropouts. A contingency view of gaming effectiveness is suggested.

AbstractManagerial decisions involving complex tradeoffs were examined using a scenariobased survey instrument, developed from the Kinston's work on ethical choice. Respondents indicated the extent to which each of seven ethical considerations would effect their decisions. Four considerations were end‐oriented (teleo‐logical): rationalist, experientialist, systemicist, transcendentalist, and three means‐oriented (deontological): conventionalist, individualist, and legitimist The data suggest that three strong bi‐polar factors with opposing teleological with deontological considerations underlie ethical decision styles. Extensions from the research are also discussed.

This paper employs an online voting simulation to examine how the vote decision process affects the vote choice. We focus on proximity voting, an empirically powerful but informationally demanding model of voter behavior. Holding contextual factors constant, we find that more politically knowledgeable individuals engage in a deeper and broader decision process prior to casting their ballot, and, in turn, a more detailed decision process boosts the likelihood that one will vote proximately. In addition, we find that detailed decision processes have a stronger link with proximity voting among the most knowledgeable individuals, who are able to skillfully engage with new information. [Copyright Elsevier Ltd.]

This study aimed to determine the social media promotion effect on travel decisions. This research design is survey research. The population in this study was people who searched for tourist information and made travel decisions. The sampling techniques in this study used purposive sampling with 110 samples. The data collection technique used a questionnaire tested for validity and reliability. The data analysis technique used to answer the research hypothesis is a simple regression test. This research indicates that there was a positive effect of social media promotion on travel decisions. The results of this study were the coefficient of determination (R2) which is 66.2%, the results of the Fcount test are 211.612 with a significance value of 0.000, then the t-count results are 14.547 with a significance value of 0.000. These results show that promotion through social media simultaneously and significantly influences travel decisions.

Abstract
Recently, a number of studies have investigated consumer decision‐making styles (CDMS) and their importance to consumer behaviour research. However, research designs suggested to date are mainly replications of a study by Sproles and Kendall (1986) proposing eight mental characteristics, the so‐called Consumer Styles Inventory (CSI). The CSI has been applied across cultures, but without critically examining its validity and reliability. A major concern is the postulated product independence of CSI. The aim of this study is to further develop this approach, to apply it to different product categories and to investigate the relationship between product involvement and CDMS. In doing so, we conducted a survey in Great Britain and Germany, and analysed the data using exploratory and confirmatory factor analysis. Not only did we demonstrate that there is a relationship between products and CDMS, but also that CDMS are governed by consumers' perceived product involvement. Important implications for marketing practice can be derived.

Copyright © 2006 John Wiley & Sons, Ltd.

PurposeThe purpose of this paper is to develop and test a measure designed to assess constructs that predict ethical decision making (EDM) among employees.Design/methodology/approachThe approach was to target individual difference variables that are theoretically linked to EDM. This was done by generating biodata items/scales of the constructs of interest.FindingsTwo biodata scales were developed to measure locus of control and conscientiousness. Both of these scales had significant criterion‐related validities with EDM (rs=0.42 and 0.40, respectively) and predicted significant and unique variance of EDM beyond the variance predicted by trait‐based measures of the same constructs. Biodata scales exhibited little or no subgroup differences (less potential adverse impact). Research limitations/implications – Participants were working various jobs and a variety of settings, so results generalize to this eclectic population more so than one particular industry. Further research should attempt to examine effects in a specific applied setting.Practical implicationsThis study outlines a method of item and scale development that produces homogonous scales that predict EDM and that can be tailored for specific organizational use.Originality/valueThe paper provides a theoretical rationale for why biodata methodology is superior to trait‐based measures and practical value for the use of biodata in measuring individual difference constructs.

Objective: Two field studies assessed the effects of critical thinking instruction on training and transfer of a complex decision-making skill. Background: Critical thinking instruction is based on studies of how experienced decision makers approach complex problems. Method: Participants conducted scenario-based exercises in both simplified (Study 1) and high-fidelity (Study 2) training environments. In both studies, half of the participants received instruction in critical thinking. The other half conducted the same exercises but without critical thinking instruction. After the training, test scenarios were administered to both groups. Results: The first study showed that critical thinking instruction enhanced decision outcomes during both training and the test. In the second study, critical thinking instruction benefited both decision outcomes and processes, specifically on the transfer to untrained problems. Conclusion:The results suggest that critical thinking instruction improves decision strategy and enhances understanding of the general principles of the domain. Application: The results of this study warrant the implementation of critical thinking instruction in training programs for professional decision makers that have to operate in complex and highly interactive, dynamic environments.