Unfinished business: integrating individual decision-makers' experience and incentives to organizational performance feedback theory.

ABSTRACT: In this study, we analyze the role of individual decision-makers in organizational decision-making that is described by the Carnegie perspective. In particular, building on the Behavioral Theory of the Firm, we analyze the influence of decision-makers on organizational responses to performance feedback. Managers in organizations can influence the performance feedback process through their individual experiences. Moreover, they are motivated and controlled by incentives, which is another mechanism by which organizational decision-making can be influenced by individuals. While the Carnegie perspective acknowledges that decision-makers interpret performance feedback and initiate organizational responses, individuals are not as closely integrated to the organizational performance feedback proc

SUBMITTER: Blettner D 

PROVIDER: S-EPMC10354647 | biostudies-literature | 2023

REPOSITORIES: biostudies-literature