Kenneth J. Dunegan

Framing, cognitive modes, and image theory: toward an understanding of a glass half full

Data from 2 experiments indicate that information framing affects decision episodes in more ways than previous studies showed. Results suggest that framing biases problem-space perceptions and may act as a catalyst for different modes of cognitive processing. Characteristics of controlled cognitive modes were found when information was negatively framed; characteristics of more automatic processing were found when information was positively framed. Results from the 2nd experiment also suggest that the emergence of these cognitive differences could be due to the effect of framing on a decision makers perception of project images. Positive framing was associated with perceptions of compatibility between current and trajectory project images; negative framing was related to perceptions of greater image incompatibility

Examining the Link Between Leader Member Exchange and Subordinate Performance: The Role of Task Analyzability and Variety as Moderators

Results from afield study with 152 members of a large urban hospital indicate that the relationship between the quality of leader-member exchange (LMX) and subordinate performance is moderated by perceptions of task analyzability and variety. LMX and performance are found to be significantly related when task challenge is either very high or very low. Under these task conditions, data indicate that there is a positive link between LMX and performance such that a higher quality leader-member exchange correlates with higher levels of performance. On the other hand, analyses also reveal that when tasks are perceived to be moderately challenging, no significant relationship between LMX and performance is present. In other words, these data suggest that characteristics of the task act as moderating agents of the LMX/performance relationship. Results are discussed in terms of theory development, managerial implications, andfuture LMX research.

LMX AND SUBORDINATE PERFORMANCE: THE MODERATING EFFECTS OF TASK CHARACTERISTICS

Role conflict, role ambiguity, and intrinsic task satisfaction are found to moderate the relationship between leader–member exchange (LMX) and subordinate performance. Data from a field study of 146 supervisor–subordinate dyads indicate low conflict, high ambiguity, and high intrinsic satisfaction enhance the link between LMX and performance. Neutralizing effects are found when ambiguity and intrinsic satisfaction are low. High conflict appears to have a constraining effect, whereby the connection between LMX and performance is reduced but not neutralized. Results from the study call attention to the theoretical and practical benefits of examining the LMX/performance link from a contingency perspective, and offer a viable, albeit tentative, explanation for inconsistent findings reported in earlier studies.

Perceptions of an innovative climate: examining the role of divisional affiliation, work group interaction, and leader/subordinate exchange

Results from a cross-sectional field study with 198 members of an international chemical company suggest that divisional affiliation, work group interactions (WGX), and the quality of exchange between leader and subordinate (LMX) significantly predict employee perceptions of climate factors believed to foster innovative activities. Tests also indicate that LMX remains a significant predictor of five of the six climate variables measured, even after controlling for divisional affiliation and the quality of work group exchanges (WGX). Further, analyses reveal that the interaction between WGX and LMX accounts for significant and unique variance on all six of the climate factors studied in this investigation. Results are discussed in terms of their implications for managerial practice and future research. >

Characteristics of Mindless Teaching Evaluations and the Moderating Effects of Image Compatibility

Administrators use data from student evaluations of teachers (SETs) as input for making numerous decisions. However, many in the profession question the validity of SET information. This study examines the SET process from a cognitive perspective and investigates the relationship between student images of their teachers and characteristics of mindless SET completion. Questionnaire data from 127 students show significant correlations between SET scores and overall teacher evaluations, but only when images of the current and ideal teacher are not compatible. When images of the current and ideal teacher are compatible, correlations between SET and overall scores are not statistically significant.

Framing the problem and making decisions: the facts are not enough

Results of an experiment in which a sample of experienced engineers, scientists, and managers-people who would be expected to be objective decision-makers and who report themselves to be rational decision makers-are influenced by very subtle informational cues are presented. These subtle cues did not alter the object facts in research and development financial allocation decisions, but they did apparently alter the decision-makers reference point. The cues also altered the degree of risk perceived in the decision scenario. As a result, the decision-makers exposed to different frames made different decisions and reported perceiving different levels of risk in the decision episode. >

Affect, Risk, and Decision Criticality - Replication and Extension in a Business Setting

Abstract Results from a field study with 113 members of an international engineering company indicate that a decision makers response to an organizational dilemma with uncertain outcomes is a function of task-related affect, perceived risk, and perceived decision criticality. While results were not wholly consistent with lab findings reported by Isen and Patrick (1983) and Isen and Geva (1987) , these field data indicate that business people adjust their decision making preferences in much the same manner as student subjects used in prior affect investigations. Further, the current study extends our understanding of affect and decision making in four ways: (1) using trained business people as subjects, (2) performing a task germane to the organization, (3) examining negative affect as an influential mood state, and (4) incorporating perceived decision criticality as a salient factor in the decision process. Findings are discussed relative to current research on affect and the role it plays in decision making.

Gender, Task Complexity and Risk Taking: Catch 22 for Women

Willingness to take risks is considered a quality of most successful managers (MacCrimmon and Wehrung 1986). There continues to be a societal stereotype, however, that women are not as inclined to engage in risk taking as their male counterparts. Research on whether this stereotype is justified has produced equivocal results, at best. This paper reports on a series of experiments which show there is a relationship between risk taking and task complexity such that the differences between male and female decisions, present in simple tasks, disappear as the tasks become more complex. Possible explanations for this phenomenon are discussed along with implications for women and the practicing manager.