John Parnell

Rethinking participative decision making

Revisits Parnell and Bell’s arguments that managers have different propensities for participative decision making (PPDM) and develops a modified scale to measure the construct which includes commitment and cultural components. Specifically, findings suggest that a manager’s PPDM is a function of four core factors: beliefs concerning the effectiveness ofparticipation, perceptions about the effect of participation on the manager’s power, theculture of the organization in which the manager operates, and the presence of a genuine commitment to participative decision making.

A Behavioral Economics Perspective on Crisis Management Decision-Making

Scholarly work in the crisis management field has flourished in recent years with contributions from numerous disciplines, including strategic management, organizational behavior, public relations,...

Business Strategy and Performance in Ghana: An Exploratory Assessment

There is a death of academic work investigating the effectiveness of competitive strategies in retail organizations in emerging nations, particularly within sub-Saharan Africa. This study investiga...