Effects of Departments' Interdependence on Organizational Decision Making

Bibliographic Data

ID13654744
AuthorsDean Tjosvold (Simon Fraser University, corresponding author)
Year1983
Volume53
Issue3
Pages851-857
Publication date1983-12-01
Open AccessYes
TypeARTICLE
VenuePsychological Reports (JOURNAL)
Journal identifiersISSN: 0033-2941 • E-ISSN: 1558-691X
PublisherSAGE Publishing (PUBLISHER • US)
DOI10.2466/pr0.1983.53.3.851
OpenAlexW2059459302
LanguageEN
Citations received3
References cited11

The goal interdependence of departments was expected to affect how their representatives discussed an organizational decision. 54 undergraduates in business administration were assigned to be representatives of two different departments and were led to believe that their departments were to cooperate for mutual benefit, compete to outdo each other, or to seek their own individualistic interests. Compared with the competitively linked representatives, the cooperative and individualistc representatves integrated both departments' views into their recommendation for the decision. Perhaps because they more openly confronted opposing views, individualistic subjects, although they reported that they understood the other's position less, tended to demonstrate more knowledge of the other's preferences than did those in the other two conditions. Department representatives were not necessarily unresponsive to each other's views. Individualistic and cooperative but not competitive goal interdependence seemed to contribute to organizational decision making

Affect (linguistics · Business · Group Decision Making · Individualism · Political science · Position (finance · Public relations · Cultural Differences and Values · Job Satisfaction and Organizational Behavior · Law · Psychology · Social and Intergroup Psychology · Social Psychology

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