Affective states and ecological rationality in entrepreneurial decision making

Oana Catalina Fodor*, Petru Lucian Curseu, Alina Maria Flestea

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

8 Citations (Web of Science)

Abstract

Purpose - The purpose of this paper is to explore the impact of affective appraisal dimensions on the use of two ecologically rational, social heuristics: imitate the majority (IMH) and imitate the best (IBH) during an entrepreneurial strategic decision-making process (ESDM).

Design/methodology/approach - The authors test the hypotheses in a controlled field experiment, on a final sample of 98 entrepreneurs.

Findings - The study shows that entrepreneurs experiencing affect described by certainty appraisal display a preference for relying on IMH, but not on IBH. Moreover, entrepreneurs who experience unpleasant affect tend to rely more on IMH, rather than IBH. The reverse is true for the entrepreneurs who experience positive affect. Finally, the use of IMH is most likely under unpleasant and certain affect, while the use of IBH is most likely under pleasant and certain affect.

Originality/value - The main contribution of this study is that it provides initial support for the impact of affective appraisal dimensions on the use of ecologically rational heuristics (i.e. heuristics that save important resources, but bring beneficial results) during an ESDM process.

Original languageEnglish
Pages (from-to)1182-1197
Number of pages16
JournalJournal of Managerial Psychology
Volume31
Issue number7
DOIs
Publication statusPublished - 2016

Keywords

  • Ecological rationality
  • Entrepreneurial strategic decision making
  • Imitation heuristics
  • Incidental affective states
  • POSITIVE AFFECT
  • SEX-DIFFERENCES
  • EMOTIONS
  • JUDGMENT
  • INFORMATION
  • PERFORMANCE
  • HEURISTICS
  • IMITATION
  • ORGANIZATIONS
  • CONFORMITY

Fingerprint

Dive into the research topics of 'Affective states and ecological rationality in entrepreneurial decision making'. Together they form a unique fingerprint.

Cite this