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A Grounded Theory on Obtaining Congruence in Decision Making
Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI).ORCID iD: 0000-0002-5892-7955
2018 (English)In: The Grounded Theory Review, ISSN 1556-1542, E-ISSN 1556-1550, Vol. 17, no 1, p. 70-85Article in journal (Refereed) Published
Abstract [en]

This paper is a grounded theory on obtaining congruence in decision making. It is a study on how people receive contradictory information, and how they go through the process of deciding which option(s) to select. Sometimes leaders (e.g. officers, managers, etc.) try to engage people in challenging undertakings and present them with goals to follow. Which goals are followed and which are not depends on how they process that information, and what influences their decisions. By better understanding their decision making process, leaders could better learn how to influence people's decisions. Leaders are also sometimes unaware that people often struggle with contradictory choices. The process of obtaining congruence in decision making consists of four stages: struggling, congruencing, deciding, and justifying. The process shows how people resolve cognitive struggles related to contradictive issues. The process is also a complementing theory to other theories on decision making related to psychology, management, and innovation.

Place, publisher, year, edition, pages
Mill Valley: Sociology Press, 2018. Vol. 17, no 1, p. 70-85
Keywords [en]
Congruencing, deciding, justifying, struggling, classic grounded theory
National Category
Information Systems
Identifiers
URN: urn:nbn:se:hh:diva-41485ISI: 000454732900007OAI: oai:DiVA.org:hh-41485DiVA, id: diva2:1390762
Available from: 2020-02-03 Created: 2020-02-03 Last updated: 2020-03-24Bibliographically approved

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Lysek, Michal

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