Abstract
Studies of executive decision-making have traditionally relied upon introspective description and interpretation. Yet psychologists have developed an evolving sophistication in what has been termed “paramorphic mapping” of the judgmental process. This research domain provides a rich framework within which empirical investigations of executive judgment can be meaningfully explored. This part, Part I of a two-part series, looks at several methodological and theoretical considerations applicable to multinational executive decision-making studies; Part II, to appear in a subsequent issue of this journal, provides evidence gathered in a field application of one particular model discussed, namely, the Brunswik Lens model, in support of its potential in executive decision-making investigations.
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This research was supported in part by a two year grant from the American Association of Advertising Agencies, Educational Research Foundation, to Professor S. Watson Dunn of the University of Illinois. The author gratefully acknowledges the invaluable guidance and assistance of Professor Dunn, while assuming sole responsibility for the views expressed.
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Permut, S.E. Decision-making of the multinational executive: A research paradigm. JAMS 2, 508–522 (1974). https://doi.org/10.1007/BF02729394
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DOI: https://doi.org/10.1007/BF02729394