Relationship marketing—establishing, developing, and maintaining successful relational exchanges—constitutes a major shift in marketing theory and practice. After conceptualizing relationship marke...

The Commitment-Trust Theory of Relationship Marketing

Scholars in various disciplines have considered the causes, nature, and effects of trust. Prior approaches to studying trust are considered, including characteristics of the trustor, the trustee, and the role of risk. A definition of trust and a model of its antecedents and outcomes are presented, which integrate research from multiple disciplines and differentiate trust from similar constructs. Several research propositions based on the model are presented.

/pdf/an-integrative-model-of-organizational-trust-2xzw1trbi7.pdf

An Integrative Model Of Organizational Trust

Scholars of the theory of the firm have begun to emphasize the sources and conditions of what has been described as “the organizational advantage,” rather than focus on the causes and consequences of market failure. Typically, researchers see such organizational advantage as accruing from the particular capabilities organizations have for creating and sharing knowledge. In this article we seek to contribute to this body of work by developing the following arguments: (1) social capital facilitates the creation of new intellectual capital; (2) organizations, as institutional settings, are conducive to the development of high levels of social capital; and (3) it is because of their more dense social capital that firms, within certain limits, have an advantage over markets in creating and sharing intellectual capital. We present a model that incorporates this overall argument in the form of a series of hypothesized relationships between different dimensions of social capital and the main mechanisms and proces...

https://www.jstor.org/stable/pdfplus/259373.pdf

Social Capital, Intellectual Capital, and the Organizational Advantage

The psychology of interpersonal relations , The psychology of interpersonal relations , کتابخانه دیجیتال و فن آوری اطلاعات دانشگاه امام صادق(ع)

The psychology of interpersonal relations

Theorists in various fields have discussed characteristics of top managers. This paper attempts to synthesize these previously fragmented literatures around a more general “upper echelons perspective.” The theory states that organizational outcomes—strategic choices and performance levels—are partially predicted by managerial background characteristics. Propositions and methodological suggestions are included.

Upper Echelons: The Organization as a Reflection of Its Top Managers

decision making: a psychological analysis of conflict decision making: a psychological analysis of conflict, choice, and commitment. hardcover &ndash; april 1, 1977. by. irving l. janis (author) &rsaquo; visit amazon's irving l. janis page. find all the books, read about the author, and more. (pdf) decision making: a psychological analysis of pdf | on jan 1, 1980, r. j. aldag and others published decision making: a psychological analysis of conflict, choice, and commitment | find, read and cite all the research you need on researchgate decision making: a psychological analysis of conflict decision making: a psychological analysis of conflict, choice, and commitment. by irving l. janis and leon mann. (new york: free press, 1977. pp. xx + 488. $15.95.) volume 73 issue 1 andrew k. semmel irving l. janis and leon mann. decision making: a decision making: a psychological analysis of conflict, choice, and commitment. pp. vii, 488. new york: the free press, 1977. $15.95. mitchell f. rice. the annals of the american academy of political and social science 1980 449: 1, 202-203 download citation. decision making: meaning, stages and steps steps for appropriate decision making: calkins (1959) is of view that an administrator has to follow the following five steps for an appropriate decision making: 1. identification and undertaking of the problem. 2. defining and clarifying goals. 3. alternative goals. 4. analysing the anticipated consequences of each alternative. 5. the psychology of decision-making strategies the decision-making process can be both simple (such as randomly picking out of our available options) or complex (such as ystematically rating different aspects of the existing choices). the strategy we use depends on various factors, including ow much time we have to make the decision, the overall complexity of the decision, and the amount of ambiguity that is involved. decision-making &ndash; association for psychological science &ndash; aps researchers find that the impact of stress on decision-making, including risk aversion and antisocial behavior, increases over the course of the first hour after a stressful event. more. research suggests that intelligence agents may be more prone to irrational inconsistencies in decision making compared to college students and post-college adults. ejbo decision-making theories and models a discussion of analysis rational decision making descriptive and normative decision-mak-ing theories possess distinct character-istics and follow speciï¬•c methodologies for selecting a course of action. nor-mative, or rational, theories of decision making are based on fundamental axi-oms. if these established principles can analysis paralysis wikipedia analysis paralysis (or paralysis by analysis) describes an individual or g oup process when overanalyzing or verthinking a situation can cause forward motion or decision-making to b come &quot;paralyzed&quot;, meaning that no solution or course of action is d cided upon. a situation may be deemed as too complicated and a decision is never made, due to the fear that a potentially larger problem may arise. decision making: a psychological analysis of conflict decision making: a psychological nalysis of conflict, choice, and commitment: authors: irving lester janis, leon mann: edition: illustrated, reprint: publisher: free press, 1977: original from: decision making: a psychological analysis of conflict one of them is this book decision making a psychological analysis of conflict choice and commitment. it is so usual with the printed books. however, many people sometimes have no space to bring the book for them; this is why they can't read the book wherever they want. view via publisher. save to library. decision making : a psychological analysis of conflict a decision making : b a psychological analysis of conflict, choice, and commitment / c irving l; janis, leon mann. 260 a new york (n.y.) : b free press, c 1977. decision making: factors that influence decision making abraham, c., &amp; sheeran, p. (2003). acting on intentions: the role of anticipated regret. british journal of social psychology, 42, 495-511.. acevedo, m., &amp; krueger, ji. (2004). two egocentric sources of the decision to vote: the voter&rsquo;s illusion and the belief in personal relevance. analysis of the relationship between psychological well the objective of this study was to analyze the potential relationship between adolescents' psychological well-being and their decision-making styles, using ryff's (1995) dimensions of psychological well-being, and janis and mann's (1977) decision-making model. moreover, differences in the relationship by age and gender were also analyzed, which covers the current gap in this area of research according to gender. avoiding psychological bias in decision making from psychological bias is the opposite of common sense and clear, measured

Decision Making: A Psychological Analysis of Conflict, Choice, and Commitment

PrefaceThe main theme of this book occurred to me while reading Arthur M. Schlesinger's chapters on the Bay of Pigs in A Thousand Days. At first, I was puzzled: How could bright, shrewd men like John F. Kennedy and his advisers be taken in by the CIA's stupid, pat ch work plan? I began to wonder whether some kind of psychological contagion, similar to social conformity phenomena observed in studies of small groups, had interfered with their mental alertness, I kept thinking about the implications of this notion until one day I found myself talking about it, in a seminar of mine on group psychology at Yale University. I suggested that the poor decision-making performance of the men at those White House meetings might be akin to the lapses in judgment of ordinary citizens who become more concerned with retaining the approval of the fellow members of their work group than with coming up with good solutions to the tasks at hand.Shortly after that, when I reread Schlesinger's account, I was struck by some observations that earlier had escaped my notice. These observations began to fit a specific pattern of concurrence-seeking behavior that had impressed me time and again in my research on other kinds of face-to-face groups, particularly when a qwe-feelingq of solidarity is running high. Additional accounts of the Bay of Pigs yielded more such observations, leading me to conclude that group processes had been subtly at work, preventing the members of Kennedy's team from debating the real issues posed by the CIA's plan and from carefully appraising its serious risks.Then in Joseph de Rivera's The Psychological Dimension of Foreign Policy, I found an impressive example of excluding a deviant from Truman's group of advisers during the period of the ill-fated Korean War decisions. De Rivera's comments about the group's behavior prompted me to look further into that series of decisions and soon I encountered evidence of other manifestations of group processes, like those apparently operating in the Bay of Pigs decision.By this time, I was sufficiently fascinated by what I began to call the groupthink hypothesis to start looking into a fairly large number of historical parallels. I selected for intensive analysis two additional United States foreign-policy decisions and again found consistent indications of the same kind of detrimental group processes. Later I added a case study of a president's criminal conspiracy to obstruct justice, which I now regard as the most impressive example of groupthink.This book presents five case studies of major fiascoes, resulting from poor decisions made during the administrations of five American presidents' Franklin D. Roosevelt (failure to be prepared for the attack on Pearl Harbor), Harry S Truman (the invasion of North Korea), John F. Kennedy (the Bay of Pigs invasion), Lyndon B. Johnson (escalation of the Vietnam War), and Richard M. Nixon (the Watergate cover-up). Each of these decisions was a group product, issuing from a series of meetings of a small body of government officials and advisers who constituted a cohesive group. And in each instance, the members of the policy-making group made incredibly gross miscalculations about both the practical and moral consequences of their decisions.The second section, for comparative purposes, presents two case studies of well worked out decisions made by similar groups whose members made realistic appraisals of the consequences. One of these is the course of action chosen by the Kennedy administration during the Cuban missile crisis in October 1962. This decision, made by almost the same cast of characters that had approved the Bay of Pigs invasion plan in 1961, was arrived at very carefully, in a group atmosphere conducive to independent critical thinking, unlike that which prevailed in the earlier decision. Similarly, the second counterpoint example deals with the hardheaded way that planning committees in the Truman administration evolved the Marshall Plan in 1948. These two case studies indicate that policy-making groups do not always suffer the adverse consequences of group processes, that the quality of the group's decisionmaking activities depends upon current conditions that influence the group atmosphere.n n n n n n n n n

Groupthink : psychological studies of policy decisions and fiascoes

This is a report of a program of coordinated systematic research on variables determining the effects of persuasive communication.

Communication and Persuasion: Psychological Studies of Opinion Change

Decision Making--A Psychological Analysis of Conflict, Choice, and Commitment.

IT is generally recognized that when beliefs and attitudes are modified, learning processes are involved in which motivational factors play a primary role. Symbols in mass communications can be manipulated in a variety of ways so as to arouse socially acquired motives such as need for achievement, group conformity, power-seeking, and the more emotion-laden drives arising from aggression, sympathy, guilt, and anxiety. The present experiment was designed to study the effects of one particular type of motive-incentive variable in persuasive communications, namely, the arousal of fear or anxiety by depicting potential dangers to which the audience might be exposed. Fear appeals of this sort are frequently used to influence attitudes and behavior. For example, medical authorities sometimes try to persuade people to visit cancer detection clinics by pointing to the dangerous consequences of failing to detect the early symptoms of cancer; various political groups play up the threat of war or totalitarianism in an attempt to motivate adherence to their political program. Our interest in such attempts is primarily that of determining the conditions under which the arousal of fear is effective or ineffective in eliciting changes in beliefs, practices, and attitudes. Implicit in the use of fear appeals is the assumption that when emotional tension is aroused, the audience will become more highly motivated to accept the reassuring beliefs or recommendations advocated by the 1 This study was conducted at Yale University as part of a coordinated program of research on attitude and opinion change, financed by a grant from the Rockefeller Foundation. The attitude change research project is under the general direction of Professor Carl I. Hovland, to whom the authors wish to express their appreciation for many valuable suggestions concerning the design of the experiment. Special thanks are due to Dr. Isador Hirschfeld of New York City and Dr. Bert G. Anderson of the Yale Medical School for their helpful advice in connection with the preparation of the illustrated talks on dental hygiene. The authors also wish to thank Dr. S. Willard Price, Superintendent of Schools at Greenwich, Connecticut, and Mr. Andrew Bella, Principal of the Greenwich High School, for their generous cooperation.

Effect of fear-arousing communications.

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Irving L. Janis

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