Coding scheme decision-making dimensions
| Concept | Categories | Codes |
|---|---|---|
| Rational decision-making: a “decision process [that] involves the collection of information relevant to the decision and the reliance upon analysis of this information in making the choice” (Dean and Sharfman, 1993a, p. 1071) | Collect and analyze information (Dean and Sharfman, 1993a; McNally et al., 2009) | Collect information Ask members about input Be very rigorous about understanding information Pose questions about information Rephrase information Discuss information |
| Define goals (McGrath, 1999; Van Riel et al., 2004) | Define goals for a certain action Analyze decision items in face of a certain goal (e.g. the fit with the strategy of the firm) Define priorities Evaluate a project in terms of the goals reached | |
| Use (analytic) tools (Child and Hsieh, 2014; Colman, 1995; McGrath, 1999; Van Riel et al., 2004) | Use calculations or programs to compare information Use project management tools and specifications | |
| Generate alternatives (McMillan, 1992; Tripsas and Gavetti, 2000). | Think about different ways of doing things Bring a new aspect into the discussion; question something established | |
| Think about consequences (McGrath, 1999; Ram and Ronggui, 2018) | Think about consequences of actions | |
| Intuitive decision-making: choices for alternatives are driven by “affectively charged judgments that arise through rapid, non-conscious, and holistic associations” (Dane and Pratt, 2007, p. 40) | Personal judgment (Eling et al., 2014; Seo and Barrett, 2007) | Express an opinion or express a (personal) value Judge a certain action as desirable or undesirable Express a preference for/against a certain action Take time to reflect |
| Gut feeling (Khatri and Ng, 2000; Sadler-Smith and Shefy, 2004) | Refer to one’s gut feeling Make gestures (e.g. to the stomach) | |
| Past experience (Agor, 1986; Sadler-Smith and Shefy, 2004) | Refer to one’s experience and expertise Refer to doing something automatically Refer to doing something fast and out of habit | |
| Emotional moments (Agor, 1986; Eling et al., 2014; Seo and Barrett, 2007) | Raise voice Express an emotion (e.g. frustration or enthusiasm) | |
| Felt fit (Eling et al., 2014; Seo and Barrett, 2007) | Express that something feels right/does not feel right Evaluate the whole situation, instead of aspects of it Express insight: “knowing,” sudden apprehension | |
| Political decision-making: “Decisions emerge from a process in which decision makers have different goals, forming alliances to achieve their goals in which the preferences of the most powerful prevail” (Elbanna and Child, 2007, p. 434) | Negotiation/bargaining/power (Elbanna and Child, 2007; Kester et al., 2011; Nutt, 1993; Thompson, 1965) | Trade favors Effectuate a decision (e.g. using one’s hierarchical position in the firm) Predominance of individual(s) that is (are) high in the hierarchy Centralize the decision making capacity Use pressure Refer to one’s status Demand an action or solution from others |
| Interests and preferences (Francioni et al., 2015; Kester et al., 2011) | Express or prioritize a personal or group interest or preference Express a necessity for action Argue from a necessity or a need | |
| Forming alliances (Elbanna and Child, 2007; Francioni et al., 2015) | One individual talks to another to form a group to effectuate an interest Associations with others outside of the formal process | |
| Information flow (Bourgeois and Eisenhardt, 1988) | Hold back information Not share information Not have access to all necessary information Restrict flow of information |
| Concept | Categories | Codes |
|---|---|---|
| Rational decision-making: a “decision process [that] involves the collection of information relevant to the decision and the reliance upon analysis of this information in making the choice” ( | Collect and analyze information ( | Collect information |
| Define goals ( | Define goals for a certain action | |
| Use (analytic) tools ( | Use calculations or programs to compare information | |
| Generate alternatives ( | Think about different ways of doing things | |
| Think about consequences ( | Think about consequences of actions | |
| Intuitive decision-making: choices for alternatives are driven by “affectively charged judgments that arise through rapid, non-conscious, and holistic associations” ( | Personal judgment ( | Express an opinion or express a (personal) value |
| Gut feeling ( | Refer to one’s gut feeling | |
| Past experience ( | Refer to one’s experience and expertise | |
| Emotional moments ( | Raise voice | |
| Felt fit ( | Express that something feels right/does not feel right | |
| Political decision-making: “Decisions emerge from a process in which decision makers have different goals, forming alliances to achieve their goals in which the preferences of the most powerful prevail” ( | Negotiation/bargaining/power ( | Trade favors |
| Interests and preferences ( | Express or prioritize a personal or group interest or preference | |
| Forming alliances ( | One individual talks to another to form a group to effectuate an interest | |
| Information flow ( | Hold back information |
Sharing content requires targeting cookies to be enabled. Please update your cookie preferences to use this feature.