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Marcus Selart
Norwegian School of Economics
  1. Ethical Decision Making in Organizations: The Role of Leadership Stress.Marcus Selart & Svein Tvedt Johansen - 2011 - Journal of Business Ethics 99 (2):129 - 143.
    Across two studies the hypotheses were tested that stressful situations affect both leadership ethical acting and leaders' recognition of ethical dilemmas. In the studies, decision makers recruited from 3 sites of a Swedish multinational civil engineering company provided personal data on stressful situations, made ethical decisions, and answered to stress-outcome questions. Stressful situations were observed to have a greater impact on ethical acting than on the recognition of ethical dilemmas. This was particularly true for situations involving punishment and lack of (...)
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  2. Reasoning About Outcome Probabilities and Values in Preference Reversals.Marcus Selart, Ole Boe & Tommy Garling - 1999 - Thinking and Reasoning 5 (2):175 – 188.
    Research on preference reversals has demonstrated a disproportionate influence of outcome probability on choices between monetary gambles. The aim was to investigate the hypothesis that this is a prominence effect originally demonstrated for riskless choice. Another aim was to test the structure compatibility hypothesis as an explanation of the effect. The hypothesis implies that probability should be the prominent attribute when compared with value attributes both in a choice and a preference rating procedure. In Experiment 1, two groups of undergraduates (...)
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  3. Employee Reactions to Leader-Initiated Crisis Preparation: Core Dimensions.Marcus Selart, Svein Tvedt Johansen & Synnøve Nesse - 2013 - Journal of Business Ethics 116 (1):99-106.
    Crisis prevention plans are usually evaluated based on their effects in terms of preventing or limiting organizational crisis. In this survey-based study, the focus was instead on how such plans influence employees’ reactions in terms of risk perception and well-being. Five different organizations were addressed in the study. Hypothesis 1 tested the assumption that leadership crisis preparation would lead to lower perceived risk among the employees. Hypothesis 2 tested the conjecture that it would also lead to a higher degree of (...)
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  4. The Production of Trust During Organizational Change.Rune Lines, Marcus Selart, Bjarne Espedal & Svein Tvedt Johansen - 2005 - Journal of Change Management 5 (2):221-245.
    This paper investigates the relationships between organizational change and trust in management. It is argued that organizational change represents a critical episode for the production and destruction of trust in management. Although trust in management is seen as a semi stable psychological state, changes in organizations make trust issues salient and organizational members attend to and process trust relevant information resulting in a reassessment of their trust in management. The direction and magnitude of change in trust is dependent on a (...)
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  5. Effects of Reward on Self-Regulation, Intrinsic Motivation and Creativity.Marcus Selart, Thomas Nordström, Bård Kuvaas & Kazuhisa Takemura - 2008 - Scandinavian Journal of Educational Research 52 (5):439-458.
    This article evaluates the effects of two types of rewards (performance-contingent versus engagement-contingent) on self-regulation, intrinsic motivation and creativity. Forty-two undergraduate students were randomly assigned to three conditions; i.e. a performance-contingent reward group, an engagement-contingent reward group and a control group. Results provide little support for the negative effects of performance rewards on motivational components. However, they do indicate that participants in the engagement-contingent reward group and the control group achieved higher rated creativity than participants in the performance-contingent reward group. (...)
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  6. Understanding the Role of Locus of Control in Consultative Decision-Making.Marcus Selart - 2005 - Management Decision 43 (3):397-412.
    Purpose – The study aims at clarifying whether locus of control may act as a bias in organisational decision-making or not. -/- Design/methodology/approach – Altogether 44 managers working at Skanska (a Swedish multinational construction company) participated in the study. They were asked to complete a booklet including a locus of control test and a couple of decision tasks. The latter were based on case scenarios reflecting strategic issues relevant for consultative/participative decision-making. -/- Findings – The results revealed that managers with (...)
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  7. Effects of Attribute Framing on Cognitive Processing and Evaluation.Bård Kuvaas & Marcus Selart - 2004 - Organizional Behavior and Human Decision Processes 95:198-207.
    Whereas there is extensive documentation that attribute framing influences the content of peoples thought, we generally know less about how it affects the processes assumed to precede those thoughts. While existing explanations for attribute framing effects rely completely on valence-based associative processing, the results obtained in the present study are also consistent with the notion that negative framing stimulates more effortful and thorough information processing than positive framing. Specifically, results from a simulated business decision-making experiment showed that decision makers receiving (...)
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  8. Understanding the Role of Value-Focused Thinking in Idea Management.Marcus Selart & Svein Tvedt Johansen - 2011 - Creativity and Innovation Management 20 (3):196-206.
    In a couple of classical studies, Keeney proposed two sets of variables labelled as value focused thinking (VFT) and alternative-focused thinking (AFT). Value-focused thinking (VFT), he argued, is a creative method that centres on the different decision objectives and how as many alternatives as possible may be generated from them. Alternative-focused thinking (AFT), on the other hand, is a method in which the decision maker takes notice of all the available alternatives and then makes a choice that seems to fit (...)
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  9. Decision Making: Social and Creative Dimensions.Carl Martin Allwood & Marcus Selart - 2010 - In Carl Martin Allwood & Marcus Selart (eds.), Decision making: Social and creative dimensions. Springer Media.
    This volume presents research that integrates decision making and creativity within the social contexts in which these processes occur. The volume is an essential addition to and expansion of recent approaches to decision making. Such approaches attempt to incorporate more of the psychological and socio-cultural context in which human decision making takes place. The authors come from different disciplines and also belong to a broad spectrum of research traditions. They present innovative chapters dealing with both theoretical and empirical aspects of (...)
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  10. The Impact of Emotions on Trust Decisions.Wing-Shing Lee & Marcus Selart - 2012 - In Karen O. Moore & Nancy P. Gonzales (eds.), Handboook on psychology of decision-making. Hauppage. pp. 1-14.
    Researchers have recognized that interpersonal trust consists of different dimensions. These dimensions suggest that trust can be rational, cognitive, or affective. Affect, which includes moods and emotions, is likely to have a direct impact on the affective dimension. On the other hand, there are also studies showing that affect indirectly influence cognitive judgments. Nonetheless, in this chapter we argue that the impact of affect on judgment will not be the same on all individuals. In effect, the impact varies, depending on (...)
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  11. The Influence of Emotions on Trust in Ethical Decision Making.Wing-Shing Lee & Marcus Selart - 2014 - Problems a Perspectives in Management 12 (4):573-580.
    This paper attempts to delineate the interaction between trust, emotion, and ethical decision making. The authors first propose that trust can either incite an individual toward ethical decisions or drag him or her away from ethical decisions, depending on different situations. The authors then postulate that the feeling of guilt is central in understanding how trust affects the ethical decision making process. Several propositions based on these assumptions are introduced and implications for practice discussed.
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  12. Social and Creative Decision Making.Carl Martin Allwood & Marcus Selart - 2010 - In Carl Martin Allwood & Marcus Selart (eds.), Decision making: Social and creative dimensions. Springer Media.
    Research on human decision making is at the present time undergoing rapid changes. From previously being much focused on models and approaches with an origin in economy, much of the present day research finds its inspiration from disciplinary approaches concerned with incorporating more of the context that the decision making takes place in. This context includes psychological aspects of the decision maker and social-cultural aspects of the situation he or she acts in. All human decision making occurs in dynamically changing (...)
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  13. The Effects of Risk on Initial Trust Formation.Svein Tvedt Johansen, Marcus Selart & Kjell Grønhaug - 2013 - Journal of Applied Social Psychology 43:1185-1199.
    This paper seeks to expand our understanding of initial trust by looking at how variation in risk influences the nature of trust and the process of initial trust formation. Four hypotheses were tested in two experiments involving participants with and without work experience. A first hypothesis suggested a positive relationship between a general propensity to trust and initial trust; a second hypothesis, a negative relationship between risk and initial trust; whereas a third hypothesis posited that risk would increase the importance (...)
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  14. Expanding the Role of Trust in the Management of Organizational Change.Svein Tvedt Johansen & Marcus Selart - 2005 - In Rune Lines, Inger Stensaker & Ann Langley (eds.), New perspectives on organizational change and learning. Vigmostad & Bjørke. pp. 259-280.
    Trust has a great potential for furthering our understanding of organizational change and learning. This potential however remains largely untapped. It is argued that two reasons as for why this potential remains unrealized are: (i) A narrow conceptualization of change as implementation and (ii) an emphasis on direct and aggregated effects of individual trust to the exclusion of other effects. It is further suggested that our understanding of the effects of trust on organizational change, should benefit from including effects of (...)
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  15. Participation and Organizational Commitment During Change: From Utopist to Realist Perspectives.Rune Lines & Marcus Selart - 2013 - In Skipton Leonard, Rachel Lewis, Arthur Freedman & Jonathan Passmore (eds.), Handbook of the psychology of leadership, change, and organizational development. Wiley-Blackwell. pp. 289-313.
    Trust has a great potential for furthering our understanding of organizational change and learning. This potential however remains largely untapped. It is argued that two reasons as for why this potential remains unrealized are: (i) A narrow conceptualization of change as implementation and (ii) an emphasis on direct and aggregated effects of individual trust to the exclusion of other effects. It is further suggested that our understanding of the effects of trust on organizational change, should benefit from including effects of (...)
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  16. Structure Compatibility and Restructuring in Judgment and Choice.Marcus Selart - 1996 - Organizational Behavior and Human Decision Processes 65:106-116.
    The use of different response modes has been found to influence how subjects evaluate pairs of alternatives described by two attributes. It has been suggested that judgments and choices evoke different kinds of cognitive processes, leading to an overweighing of the prominent attribute in choice (Tversky, Sattath, & Slovic, 1988; Fischer & Hawkins, 1993). Four experiments were conducted to compare alternative cognitive explanations of this so-called prominence effect in judgment and choice. The explanations investigated were the structure compatibility hypothesis and (...)
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  17. Self-Control and Loss Aversion in Intertemporal Choice.Marcus Selart, Niklas Karlsson & Tommy Gärling - 1997 - Journal of Socio-Economics 26 (5):513-524.
    The life-cycle theory of saving behavior (Modigliani, 1988) suggests that humans strive towards an equal intertemporal distribution of wealth. However, behavioral life-cycle theory (Shefrin & Thaler, 1988) proposes that people use self-control heuristics to postpone wealth until later in life. According to this theory, people use a system of cognitive budgeting known as mental accounting. In the present study it was found that mental accounts were used differently depending on if the income change was positive or negative. This was shown (...)
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  18. Violations of Procedure Invariance in Preference Measurement: Cognitive Explanations.Marcus Selart, Henry Montgomery, Joakim Romanus & Tommy Gärling - 1994 - European Journal of Cognitive Psychology 6:417-435.
    A violation of procedure invariance in preference measurement is that the predominant or prominent attribute looms larger in choice than in a matching task. In Experiment 1, this so-called prominence effect was demonstrated for choices between pairs of options, choices to accept single options, and preference ratings of single options. That is, in all these response modes the prominent attribute loomed larger than in matching. The results were replicated in Experiment 2, in which subjects chose between or rated their preference (...)
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  19. Compatibility and the Use of Information Processing Strategies.Marcus Selart, Tommy Gärling & Henry Montgomery - 1998 - Journal of Behavioral Decision Making 11 (1):59-72.
    When a prominent attribute looms larger in one response procedure than in another, a violation of procedure invariance occurs. A hypothesis based on compatibility between the structure of the input information and the required output was tested as an explanation of this phenomenon. It was also compared with other existing hypotheses in the field. The study had two aims: (1) to illustrate the prominence effect in a selection of preference tasks (choice, acceptance decisions, and preference ratings); (2) to demonstrate the (...)
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  20. Can Intuitive and Analytical Decision Styles Explain Managers' Evaluation of Information Technology?Marcus Selart, Svein Tvedt Johansen, Tore Holmesland & Kjell Grønhaug - 2008 - Management Decision 46:1326 -1341.
    Purpose – The purpose of this paper is to clarify how IT managers' decision styles affect their evaluation of information technology. Design/methodology/approach – Four different decision styles were assessed in a leadership test directed towards IT managers. Each style included two dimensions: confidence judgment ability and decision heuristic usage. Participants belonging to each style were interviewed and their answers analysed with regard to their reasoning about central areas of IT management. Findings – Results suggest that a decision style combining intuitive (...)
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  21. Influences of the Past on Choices of the Future.Tommy Gärling, Niklas Karlsson, Joakim Romanus & Marcus Selart - 1997 - In Rob Ranyard, Ray Crozier & Ola Svenson (eds.), Decision making: Cognitive models and explanations. Routledge. pp. 167-189.
    Intertemporal choice is the study of how people make choices about what and how much to do at various points in time, when choices at one time influence the possibilities available at other points in time. These choices are influenced by the relative value people assign to two or more payoffs at different points in time. Most choices require decision-makers to trade off costs and benefits at different points in time. These decisions may be about savings, work effort, education, nutrition, (...)
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  22. The Role of Planning for Intention-Behavior Consistency.Robert Gillholm, Dick Ettema, Marcus Selart & Tommy Gärling - 1999 - Scandinavian Journal of Psychology 40 (4):241-250.
    Two studies investigated how planning affects intention-behavior consistency. In Study 1 an experimental group and control group which each consisted of 14 undergraduates were requested in computerized interviews to indicate which activities they intended to perform on the following day. Subjects in the experimental group were also requested in a second phase of the interviews to specify when and where they intended to perform the activities. The results showed that activities for which time and place had been specified were more (...)
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  23.  76
    The Choice Between Allocation Priciples.Daniel Eek & Marcus Selart - 2009 - International Journal of Psychology 44 (2):109-119.
    One hundred and ninety participants (95 undergraduates and 95 employees) responded to a factorial survey in which a number of case-based organizational allocation tasks were described. Participants were asked to imagine themselves as employees in fictitious organizations and chose among three allocations of employee development schemes invested by the manager in different work groups. The allocations regarded how such investments should be allocated between two parties. Participants chose twice, once picking the fairest and once the best allocation. One between-subjects factor (...)
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  24. Effects of Mental Accounting on Intertemporal Choice.Niklas Karlsson, Tommy Gärling & Marcus Selart - 1997 - Göteborg Psychological Reports 27 (5).
    Two experiments with undergraduates as subjects were carried out with the aim of replicating and extending previous results showing that the implication of the behavioral life-cycle hypothesis (H. M. Shefrin & R. H. Thaler, 1988) that people classify assets in different mental accounts (current income, current assets, and future income) may explain how consumption choices are influenced by temporary income changes. In both experiments subjects made fictitious choices between paying for a good in cash or according to a more expensive (...)
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  25. The Judgment-Choice Discrepancy.Henry Montgomery, Marcus Selart, Tommy Gärling & Erik Lindberg - 1994 - Journal of Behavioral Decision Making 7 (2):145-155.
    The study examines the relative merits of a noncompatibility and a restructuring explanation of the recurrent empirical finding that a prominent attribute looms larger in choices than in judgments. Pairs of equally attractive options were presented to 72 undergraduates who were assigned to six conditions in which they performed (1) only preference judgments or choices, (2) preference judgments or choices preceded by judgments of attractiveness of attribute levels, or (3) preference judgments or choices accompanied by think-aloud reports. The results replicated (...)
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  26. The Influence of Decision Heuristics and Overconfidence on Multiattribute Choice: A Process-Tracing Study.Marcus Selart, Bård Kuvaas, Ole Boe & Kazuhisa Takemura - 2006 - European Journal of Cognitive Psychology 18 (3):437-453.
    In the present study it was shown that decision heuristics and confidence judgements play important roles in the building of preferences. Based on a dual-process account of thinking, the study compared people who did well versus poorly on a series of decision heuristics and overconfidence judgement tasks. The two groups were found to differ with regard to their information search behaviour in introduced multiattribute choice tasks. High performers on the judgemental tasks were less influenced in their decision processes by numerical (...)
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  27.  47
    The Issue of Design in Managerial Decision Making.Marcus Selart & Erkki Patokorpi - 2009 - Problems and Perspectives in Management 7 (4):92-99.
    It is argued that the design of decisions is a process that in many ways is shaped by social factors such as identities, values, and influences. To be able to understand how these factors impact organizational decisions, the focus must be set on the management level. It is the management that shoulders the chief responsibility for designing collective actions, such as decisions. Our propositions indicate that the following measures must be taken in order to improve the quality of organizational decisions: (...)
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  28.  56
    Is There a Pro-Self Component Behind the Prominence Effect?Marcus Selart & Daniel Eek - 2005 - International Journal of Psychology 40:429-440.
    An important problem for decision-makers in society deals with the efficient and equitable allocation of scarce resources to individuals and groups. The significance of this problem is rapidly growing since there is a rising demand for scarce resources all over the world. Such resource dilemmas belong to a conceptually broader class of situations known as social dilemmas. In this type of dilemma, individual choices that appear ‘‘rational’’ often result in suboptimal group outcomes. In this article we study how people make (...)
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  29.  66
    Developing as a Leader and Decison Maker.Marcus Selart - 2010 - In A Leadership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 147-176.
    This chapter makes it clear that a significant element of both leadership and decision making is the development aspect. Leaders develop in their decision making by being confronted with difficult decision situations. However, they also develop through various forms of systemized training and education. Different leaders tend to develop in different directions. For this reason, one can identify a number of key leadership styles based on different ways of leading. These different styles are appropriate for various types of organization. Some (...)
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  30. Drivers of Organizational Creativity.Mats Sundgren, Elof Dimenäs, Jan-Eric Gustafsson & Marcus Selart - 2005 - RandD Management 35:359-374.
    A path model of organizational creativity was presented; it conceptualized the influences of information sharing, learning culture, motivation, and networking on creative climate. A structural equation model was fitted to data from the pharmaceutical industry to test the proposed model. The model accounted for 86% of the variance in the creative climate dependent variable. Information sharing had a positive effect on learning culture, which in turn had a positive effect on creative climate, while there were negative direct effects of information (...)
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  31.  91
    Aspects of Compatibility and the Construction of Preference.Marcus Selart - 1997 - In Rob Ranyard, Ray Crozier & Ola Svenson (eds.), Decision making: Cognitive models and explanations. Routledge. pp. 58-72.
    This chapter focuses on the psychological mechanisms behind the construction of preference, especially the actual processes used by humans when they make decisions in their everyday lives or in business situations. The chapter uses cognitive psychological techniques to break down these processes and set them in their social context. When attributes are compatible with the response scale, they are assigned greater weight because they are most easily mapped onto the response. For instance, when subjects are asked to set a price (...)
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  32.  73
    Contingency and Value in Social Decision Making.Marcus Selart & Daniel Eek - 1999 - In Peter Juslin & Henry Montgomery (eds.), Judgment and Decision Making. Erlbaum. pp. 261-273.
    This chapter discusses different perspectives and trends in social decision making, especially the actual processes used by humans when they make decisions in their everyday lives or in business situations. The chapter uses cognitive psychological techniques to break down these processes and set them in their social context. Most of our decisions are made in a social context and are therefore influenced by other people. If you are at an auction and bidding on a popular item, you will try to (...)
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  33.  88
    The Role of Mental Accounting in Everyday Economic Decision Making.Tommy Gärling, Niklas Karlsson & Marcus Selart - 1999 - In Peter Juslin & Henry Montgomery (eds.), Judgment and decision making. Erlbaum. pp. 199-218.
    Mental accounting is a concept associated with the work of Richard Thaler. According to Thaler, people think of value in relative rather than absolute terms. They derive pleasure not just from an object’s value, but also the quality of the deal – its transaction utility (Thaler, 1985). In addition, humans often fail to fully consider opportunity costs (tradeoffs) and are susceptible to the sunk cost fallacy. Why are people willing to spend more when they pay with a credit card than (...)
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  34.  86
    Preference Judgments and Choice: Is the Prominence Effect Due to Information Integration or Information Evaluation?Henry Montgomery, Tommy Gärling, Erik Lindberg & Marcus Selart - 1990 - In Katrin Borcherding, Oleg Larichev & David Messick (eds.), Contemporary issues in decision making. North-Holland.
    Several studies have shown that preference is not necessarily synonymous with choice. In particular, the most preferred object from a set of objects presented in a non—choice context is not necessarily chosen when the same objects are options in a choice situation (Lichtenstein & Slovic, 1971, 1973; Tversky, Sattah, & Slovic, 1988) . Our research on the choice—preference discrepancy replicates these findings and thus bears some resemblance to the study by Tversky, Sattah, and Slovic (1988). Two competing explanations are tested.
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  35. When Emotional Intelligence Affects Peoples' Perception of Trustworthiness.Wing-Shing Lee & Marcus Selart - 2015 - Open Psychology Journal 8:160-170.
    By adopting social exchange theory and the affect-infusion-model, the hypothesis is made that emotional intelligence (EI) will have an impact on three perceptions of trustworthiness – ability, integrity and benevolence – at the beginning of a relationship. It was also hypothesized that additional information would gradually displace EI in forming the above perceptions. The results reveal that EI initially does not contribute to any of the perceptions of trustworthiness. As more information is revealed EI has an impact on the perception (...)
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  36.  67
    Explanations of Effects of Prior Income Changes on Bying Decisions.Niklas Karlsson, Tommy Gärling & Marcus Selart - 1999 - Journal of Economic Psychology 20:449-463.
    Two experiments with undergraduates as subjects tested explanations of how a prior temporary income change influences choices between buying and deferred buying. In Experiment 1 predictions from the behavioral life-cycle theory (Shefrin & Thaler, 1988), the renewable resources model (Linville & Fischer, 1991) and the loss-sensitivity principle (Garling & Romanus, 1997) were contrasted. The results are inconsistent with the latter two explanations since the framing of buying as positive (buying a new model of a product) or negative (replacing a broken (...)
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  37. Dialogue-Based Evaluation as a Creative Climate Indicator.Mats Sundgren, Marcus Selart, Anders Ingelgård & Curt Bengtson - 2005 - Creativity and Innovation Management 14:84-98.
    This paper examines how different forms of performance evaluation relate to aspects of the creative climate in a major pharmaceutical company. The study was based on a large employee-attitude survey that was distributed to all company employees. The study analyses survey results from 5,333 employees at five R&D sites. The results indicate that management’s evaluation of employees (either dialogue-based or control-based) relates to the type of motivation (intrinsic or extrinsic) that drives employees, to their style of thinking (value-focused thinking) and (...)
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  38. How Betrayal Affects Emotions and Subsequent Trust.Wing-Shing Lee & Marcus Selart - 2015 - Open Psychology Journal 8:153-159.
    This article investigates the impact of different emotions on trust decisions taking into account the experience of betrayal. Thus, an experiment was created that included one betrayal group and one control group. Participants in the betrayal group experienced more intense feelings governed by negative emotions than participants in the control group did. Moreover, participants in the betrayal group significantly lowered their trust of another stranger. On the other hand, we found some evidence that neuroticism exaggerated the relationship between experienced betrayal (...)
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  39.  82
    Advice Seeking Network Structures and the Learning Organization.Jarle Aarstad, Marcus Selart & Sigurd Troye - 2011 - Problems and Perspectives in Management 9 (2):44-51.
    Organizational learning can be described as a transfer of individuals’ cognitive mental models to shared mental models. Employees, seeking the same colleagues for advice, are structurally equivalent, and the aim of the paper is to study if the concept can act as a conduit for organizational learning. It is argued that the mimicking of colleagues’ advice seeking structures will induce structural equivalence and transfer the accuracy of individuals’ cognitive mental models to shared mental models. Taking a dyadic level of analysis (...)
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  40.  50
    Decision Processes in Organizations.Marcus Selart - 2010 - In A Leadership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 17-43.
    In this chapter, it is demonstrated that the concepts of leadership and organization are closely linked. A leader should initially get to know the organizational culture as well as possible. Such a culture can for example be authoritarian and conformist or innovative and progressive in nature. The assumption is that leaders are influenced by their own culture. Strategic decisions are characterized by the fact that they are new, complex and open in nature, and being able to develop a strategy is (...)
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  41.  62
    Trusting as Adapting.Svein Tvedt Johansen, Bjarne Espedal, Kjell Grønhaug & Marcus Selart - 2016 - In Søren Jagd & Lars Fuglesang (eds.), Trust, organizations and social interaction. Elgar. pp. 21-42.
    In this chapter, we argue that trust can be better understood in relation to people’s attempts to deal with vulnerability in social interactions. Different situations afford different forms of adaptation that correspond to different forms of trust. We describe three forms of trust: trust as a decision, trust as a performance and trust as an uncontrollable force. We show how these different types of trust differ with respect to assumptions about trust, trustworthiness and agency as well as with respect to (...)
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  42.  57
    How Do Decision Heuristic Performance and Social Value Orientaion Matter in the Building of Preferences?Marcus Selart, Ole Boe & Kazuhisa Takemura - 2000 - Göteborg Psychological Reports 30 (6).
    In the present study it was shown that both decision heuristics and social value orientation play important roles in the building of preferences. This was revealed in decision tasks in which participants were deciding about candidates for a job position. An eye-tracking equipment was applied in order to register participants´ information acquisition. It was revealed that participants performing well on a series of heuristics tasks (availability, representativeness, anchoríng & adjustment,and attribution) including a confidence judgment also behaved more accurately than low (...)
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  43.  34
    Analyzing Leadership Decisions.Marcus Selart - 2010 - In A Ledership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 47-70.
    In this chapter it is pointed out that leaders who make decisions normally rely on both their intuition and their analytical thinking. Modern research shows that intuitive thinking has the potential to support the analytical, if used properly. Leaders must therefore be aware of the possibilities and limitations of intuition. Fresh thinking and innovation are key elements in leadership analysis, thus creative problem-solving is an important complement to traditional leadership thinking. Creative leaders work extensively with both intuition and logic. They (...)
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  44.  32
    Implementing Leadership Decisions.Marcus Selart - 2010 - In A Leadership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 123-143.
    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 (...)
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  45.  31
    Structuring the Decision Process.Marcus Selart - 2010 - In A Leadership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 97-120.
    This chapter includes a discussion of leadership decisions and stress. Many leaders are daily exposed to stress when they must make decisions, and there are often social reasons for this. Social standards suggest that a leader must be proactive and make decisions and not flee the situation. Conflict often creates stress in decision-making situations. It is important for leaders to understand that it is not stress in itself that leads to bad decisions, rather, bad decisions may be the result of (...)
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  46.  22
    Facilitating Leadership Decisions.Marcus Selart - 2010 - In A Leadership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 73-94.
    This chapter illustrates that in order to reach a decision a leader must decide which persons should be involved in the process and when. A relatively common method of involving others is delegating the decision to a group. A main objective of this is often to generate as many innovative ideas as possible, and different techniques can be employed for this, including brainstorming. The proposal generated must then be validated by the group using different criteria on the basis of which (...)
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  47. Preference Reversals in Judgment and Choice.Marcus Selart - 1994 - Gothenburg University Press.
    According to normative decision theory there exists a principle of procedure invariance which states that a decision maker's preference order should remain the same, independently of which response mode is used. For example, the decision maker should express the same preference independently of whether he or she has to judge or decide. Nevertheless, previous research in behavioral decision making has suggested that judgments and choices yield different preference orders in both the risky and the riskless domain. In the latter, the (...)
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