- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
This study extends the literature on decision modes in purchasing. While decision modes have traditionally been divided broadly into rational and intuitive processing modes (dual-process approach), following the tenet of recent psychology research, we further differentiate the latter into experience-based and emotional processing (multiple systems approach). Previous decision-making research has been inconsistent in its findings about the relationship between decision modes and performance. Using the purchasing manager's supplier selection decision process as our unit of analysis, we first investigate the relationship between individual decision modes and the financial and non-financial performance of the selected supplier. Hierarchical regression analyses indicate that rational processing is positively related to both financial and non-financial performance, while emotional processing is negatively related to financial performance, and the interaction of rational and emotional processing is positively related to both performance outcomes. Because recent cognitive psychology assumes that some combination of rationality and intuition is commonly used, we then apply a configuration approach and develop a taxonomy of decision-making modes surrounding supplier selection. Cluster analysis results show five decision-making patterns that are related to the performance of the selected supplier.
We combined the HJDM and supply management literatures by distinguishing among rational, experience-based, and emotional processing and examining their interactions and relationships with the financial and non-financial performance of the supplier. Our results show that rational processing by the individual decision maker is positively related to financial and non-financial performance. This finding corroborates rational processing theories, which assume that extensive information gathering creates a deep comprehension of context variables, such as market developments and the pursuit of long-term strategies (Glöckner and Witteman, 2010; Miller, 2008), and that clear definitions of criteria help in choosing a high-performing supplier (Kaufmann et al., 2012). Through high procedural rationality, decision-makers also might be able to mitigate biases and therefore the potential downsides of using intuitive approaches (Carter et al., 2007). Thus, our findings underscore the key role of rationality in the supplier selection decision (Kaufmann et al., 2014; Miller, 2008).