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Patterns of influence in management decision making. Analysis of decision processes in four types of Brazilian organizations.
Rodrigues, Indiana P. F.
Rodrigues, Indiana P. F.
Publication Date
2009-11-12T15:18:48Z
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The University of Bradford theses are licenced under a Creative Commons Licence.
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Accepted for publication
Institution
University of Bradford
Department
Postgraduate School of Studies in Management and Administration.
Awarded
1987
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Abstract
The distribution of influence in organizational decisions is
analysed in relation to institutional frameworks and
characteristics inherent to decision topics.
Distribution of influence is defined as the concentration of
participants in decision process and their specific capability
to influence decision outcomes. This definition encompasses
two dimensions which are: participation in the decision
processes and effective influence upon the decision outcomes.
Institutional frameworks are distinguished according to the
loci of their genesis and existence, that are: the focal
organization the task-environment and the larger social
context. Six characteristics inherent to decision topics are
identified as related to variables defined as properties of
decision.
The analysis is carried out at two distinct stages. At the
first stage, it examines the relationships of the institutional
frameworks - existing at the organization and the task environment
level - and of the properties of decisions with
the distribution of influence in decision processes. At the
second stage, the patterns of influence that emerged out of
the first stage of analysis are analysed in terms of cultural
traits prevailing in Brazilian society.
The results point to variation in the distribution of influence
in decision processes associated with factors of the taskenvironment,
of the context of the organizations and
characteristics inherent to decision topics. But they do not
provide a wholly satisfactory explanation of such variation.
A more general pattern of influence in management decisionmahing,
characterized by low level of participation and high
centre of influence in decision processes, appears as the
dominant profile of the distribution of influence in Brazilian
organizations. Interpreted in the light of the Brazilian
social context, this pattern of influence in management
decision making shows pervasive cultural traits, identified
in the macro social system.
Comparing the patterns of influence in management decisionmaking
in Brazil and Britain, similarities and differences
come to light. The comparative analysis corroborates the
argument that patterns of influence in management decision making
are bound to contingent as much as to institutional
factors.
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Thesis
Qualification name
PhD