An organizational investigation of the effects of accountability and ambiguity on information management in the decision-making process /

Bibliographic Details
Main Author: Fandt, Patricia Marie
Other Authors: Ferris, Gerald R. (degree committee member.), Griffin, Ricky W. (degree committee member.), Worchel, Stephen (degree committee member.)
Format: Thesis Book
Language:English
Published: 1986.
Subjects:
Online Access:ProQuest, Abstract
Link to OAKTrust copy

MARC

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100 1 |a Fandt, Patricia Marie. 
245 1 3 |a An organizational investigation of the effects of accountability and ambiguity on information management in the decision-making process / 
264 1 |c 1986. 
300 |a xi, 191 leaves :  |b illustrations ;  |c 29 cm 
336 |a text  |b txt  |2 rdacontent 
337 |a unmediated  |b n  |2 rdamedia 
338 |a volume  |b nc  |2 rdacarrier 
500 |a Typescript (photocopy). 
502 |b Ph. D.  |c Texas A & M University  |d 1986 
500 |a Vita. 
504 |a Includes bibliographical references (leaves 148-162). 
500 |a "Major subject: Management." 
520 3 |a The decision-making process is influenced both by the environment surrounding the decision and the individual in the decision-making role. Based on these foundations, a contingency model of decision making is developed that links the individual as he/she perceives and interprets the decision environment to the prechoice stage, evaluation/choice stage, and postchoice stage of decision making. The model emphasizes the central role of information in the decision process and develops a framework for organizing and investigating information management behavior in decision making. An experiment was conducted in a field setting to investigate the influences of two environmental influences in the model: accountability and ambiguity. In the prechoice stage of decision making, information management was characterized as information search behavior. Individuals consistently used quality information rather than accessible information, regardless of the level of accountability. In the evaluation/choice stage of decision making, information management was characterized as the degree of vigilance used in evaluating alternatives. Vigilance was significantly related to accountability but not ambiguity. In the postchoice stage of decision making, information management was characterized as information manipulation. As predicted, individuals used information management by manipulating information more in conditions of high accountability and low ambiguity than any other condition. High self-monitors used information management by manipulating information more in high accountability conditions than in low accountability conditions. The results support the notion that accountability and ambiguity affect an individual's use of information management in the role of decision maker. The practical application of the results in the organization are discussed and future research challenges are suggested. 
650 0 |a Decision making  |x Mathematical models. 
650 4 |a Major management. 
655 7 |a Academic theses  |2 lcgft 
700 1 |a Bateman, Thomas S.,  |e degree supervisor. 
700 1 |a Ferris, Gerald R.,  |e degree committee member. 
700 1 |a Griffin, Ricky W.,  |e degree committee member. 
700 1 |a Worchel, Stephen,  |e degree committee member. 
710 2 |a Texas A & M University,  |e degree granting institution. 
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