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Proactive or Reactive: An Analysis of the Effect of Agent Style on Organizational Decision‐making Performance

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  • Zhiang Lin
  • Kathleen Carley

Abstract

This paper addresses the issue of agent style—proactive and reactive—from a theoretical perspective. The results show that agent style, though often considered key in decision making, only affects the organization's performance when the organization is under moderate time pressure. Further, the effect of agent style depends on the type of training given to organizational agents and the internal condition under which the organization operates. This research suggests that, when resources are scarce, organizations should spend these resources on organizational design and on increasing the accuracy of incoming information rather than on altering the agents' style.

Suggested Citation

  • Zhiang Lin & Kathleen Carley, 1993. "Proactive or Reactive: An Analysis of the Effect of Agent Style on Organizational Decision‐making Performance," Intelligent Systems in Accounting, Finance and Management, John Wiley & Sons, Ltd., vol. 2(4), pages 271-287, December.
    • Handle: RePEc:wly:isacfm:v:2:y:1993:i:4:p:271-287
    DOI: 10.1002/j.1099-1174.1993.tb00047.x
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    References listed on IDEAS

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    1. Rothstein, Howard G., 1986. "The effects of time pressure on judgment in multiple cue probability learning," Organizational Behavior and Human Decision Processes, Elsevier, vol. 37(1), pages 83-92, February.
    2. Argote, L. & Epple, D., 1990. "Learning Curves In Manufacturing," GSIA Working Papers 89-90-02, Carnegie Mellon University, Tepper School of Business.
    3. Karlene H. Roberts, 1990. "Some Characteristics of One Type of High Reliability Organization," Organization Science, INFORMS, vol. 1(2), pages 160-176, May.
    4. Kim S. Cameron, 1986. "Effectiveness as Paradox: Consensus and Conflict in Conceptions of Organizational Effectiveness," Management Science, INFORMS, vol. 32(5), pages 539-553, May.
    5. Lars L. Larson & Robert S. Bussom & William Vicars & Lawrence Jauch, 1986. "Proactive Versus Reactive Manager: Is The Dichotomy Realistic?," Journal of Management Studies, Wiley Blackwell, vol. 23(4), pages 385-400, July.
    6. Kathleen Carley, 1992. "Organizational Learning and Personnel Turnover," Organization Science, INFORMS, vol. 3(1), pages 20-46, February.
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    Cited by:

    1. Aris Ouksel & Ronald Vyhmeister, 2000. "Performance of Organizational Design Models and Their Impact on Organization Learning," Computational and Mathematical Organization Theory, Springer, vol. 6(4), pages 395-410, December.
    2. Daniel E. O'Leary, 2010. "Intelligent Systems in Accounting, Finance and Management: ISI journal and proceeding citations, and research issues from most‐cited papers," Intelligent Systems in Accounting, Finance and Management, John Wiley & Sons, Ltd., vol. 17(1), pages 41-58, January.
    3. Virginie Andre, 2023. "Le management de la supply chain, les sciences de gestion peuvent-ils être complémentaires pour gérer les risques? Une extension du jeu de la bière," Post-Print hal-04265836, HAL.
    4. Gary V. Howorka & Lorien A. Anderson & K. Michael Goul & Michael Hine, 1995. "A Computational Model of Coordination for the Design of Organizational Decision Support Systems," Intelligent Systems in Accounting, Finance and Management, John Wiley & Sons, Ltd., vol. 4(1), pages 43-70, March.
    5. Daniel E. O'Leary, 2009. "Downloads and citations in Intelligent Systems in Accounting, Finance and Management," Intelligent Systems in Accounting, Finance and Management, John Wiley & Sons, Ltd., vol. 16(1‐2), pages 21-31, January.
    6. Kathleen Carley & Michael J. Prietula & Zhiang (John) Lin, 1998. "Design Versus Cognition: the Interaction of Agent Cognition and Organizational Design on Organizational Performance," Journal of Artificial Societies and Social Simulation, Journal of Artificial Societies and Social Simulation, vol. 1(3), pages 1-4.

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