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Influence of National Culture on Decision-Making Style

100%

Podrug N.

nr 1

37-44

The reality of international business is often a confrontation with failures and difficulties that are a result of a lack of understanding of cultural background, and not market conditions. The decision-making process depends on cultural background and choice of "the right way" - decision-making styles are dependent on the values and beliefs of the people involved in the decision-making process. Considering the fact that Western managers often neglect cultural differences present in the CEE context, the objective of this research was to point out the cultural similarities and differences in decision-making styles between Croatia, Slovenia and Hungary. A narrow-sample strategy was used in empirical research that confirmed that cultural values do influence decisions and decision-making styles and the hypothesis was accepted through X2 test analysis between Hofstede's dimensions of national culture and decision-making style.

Decision-makers’ behavioral characteristics and multiple criteria decision aiding. Impact of decision-making style and experience on methods’ use, evaluation, and recommendation

75%

WACHOWICZ T. , ROSZKOWSKA E. , FILIPOWICZ-CHOMKO M.

nr 3

287-323

The study aims to identify relationships among selected behavioral characteristics of decision-makers (DMs), i.e., experience in making complex decisions, decision-making style, and ability to use various multiple criteria decision-aiding (MCDA) methods coherently, and their impact on the evaluation of the latter functionality and recommendations for future use. The relationships were verified using experimental data through a structural equation model (SEM) and cluster analysis for three MCDA methods, i.e., AHP, SMART, and TOPSIS. One of the strongest effects identified by SEM was observed between coherence in methods’ use and the DM’s opinion on their functionality. DM’s satisfaction and future willingness to use MCDA tools are related to the positive experience gained from using these tools in advance. Decision-making styles shape method selection, with TOPSIS favored by highly experienced DMs, SMART by highly rational, and AHP by those with low experience and a rational approach.