| مشخصات مقاله | |
| ترجمه عنوان مقاله | احساسات در قضاوت و تصمیم گیری سازمانی |
| عنوان انگلیسی مقاله | Emotion in organizational judgment and decision making |
| انتشار | مقاله سال ۲۰۲۰ |
| تعداد صفحات مقاله انگلیسی | ۷ صفحه |
| هزینه | دانلود مقاله انگلیسی رایگان میباشد. |
| پایگاه داده | نشریه الزویر |
| نوع نگارش مقاله |
مقاله پژوهشی (Research Article) |
| مقاله بیس | این مقاله بیس نمیباشد |
| نمایه (index) | Scopus – Master Journals List – JCR |
| نوع مقاله | ISI |
| فرمت مقاله انگلیسی | |
| ایمپکت فاکتور(IF) |
۱٫۵۵۲ در سال ۲۰۱۹ |
| شاخص H_index | ۵۵ در سال ۲۰۲۰ |
| شاخص SJR | ۰٫۶۳۴ در سال ۲۰۱۹ |
| شناسه ISSN | ۰۰۹۰-۲۶۱۶ |
| شاخص Quartile (چارک) | Q1 در سال ۲۰۱۹ |
| مدل مفهومی | ندارد |
| پرسشنامه | ندارد |
| متغیر | ندارد |
| رفرنس | دارد |
| رشته های مرتبط | مدیریت |
| گرایش های مرتبط | مدیریت کسب و کار |
| نوع ارائه مقاله |
ژورنال |
| مجله | دینامیک سازمانی – Organizational Dynamics |
| شناسه دیجیتال – doi |
https://doi.org/10.1016/j.orgdyn.2019.02.004 |
| کد محصول | E14897 |
| وضعیت ترجمه مقاله | ترجمه آماده این مقاله موجود نمیباشد. میتوانید از طریق دکمه پایین سفارش دهید. |
| دانلود رایگان مقاله | دانلود رایگان مقاله انگلیسی |
| سفارش ترجمه این مقاله | سفارش ترجمه این مقاله |
مدیریت
| فهرست مطالب مقاله: |
| Emotions are ubiquitous Effects of experienced emotions on JDM are predictable Effects of emotions can be changed Conclusion Selected bibliography Vitae |
| بخشی از متن 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. |