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Interests behind managers' decisions: why and when do managers decide for managerial or alternative concepts?

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  • Thomas Diefenbach

Abstract

Managers' decisions and decision-making still represent some fundamental puzzles. Often, managers decide for the same prevailing 'managerial' concepts - but sometimes they decide for fundamentally different, 'non-managerial' ones. The question is why and when exactly managers choose one or the other. The paper identifies and analyses some key explanatory variables behind managers' decision-making. It is assumed that, amongst other things, managers' interests play a crucial role. In order to interrogate this in more detail, a model of interest-based decision-making has been developed and used to identify key factors at the macro level (organisational environment), meso level (intra-organisational context), micro level (groups of managers), and individual level (individual managers). The analysis leads to the creation of a C-shaped model that states when managers opt for managerial or non-managerial concepts.

Suggested Citation

  • Thomas Diefenbach, 2013. "Interests behind managers' decisions: why and when do managers decide for managerial or alternative concepts?," International Journal of Management and Decision Making, Inderscience Enterprises Ltd, vol. 12(4), pages 413-432.
    • Handle: RePEc:ids:ijmdma:v:12:y:2013:i:4:p:413-432
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    Cited by:

    1. Georgios N. Aretoulis, 2018. "Gender Based Perception of Successful Construction of Project Managers’ Attributes," Social Sciences, MDPI, vol. 7(7), pages 1-18, July.

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