A Carnegie plus Self-enhancement (CSE) model of organizational decision making under ambiguity
Keywords: 
Organizational decision making
Ambiguity
Self-enhancement
Goals
Aspirations
Social categories
Gender
Social class
Carnegie perspective
Issue Date: 
Feb-2023
Publisher: 
Elsevier
ISSN: 
2468-1741
Note: 
This is an open access article under the CC BY-NC-ND license
Citation: 
Audia, P. G. (Pino G.); Brion, S. (Sebastien). “A Carnegie plus Self-enhancement (CSE) model of organizational decision making under ambiguity”. Research in Organizational Behavior. 43 (February), 2023, 1-11
Abstract
Although ambiguity is a pervasive feature of organizations, its influence on organizational decision making is often overlooked. We aim to advance understanding of decision making under ambiguity in organizations by combining insights from organizational research within the Carnegie perspective with psychological research on fundamental human motives. We propose the Carnegie plus Self-Enhancement (CSE) model, integrating the influence of self-enhancement—a fundamental psychological motive—on organizational decision-making under ambiguity. To develop our model, we review existing literature on how self-enhancement influences interpretation of ambiguity in organizational decision making. We then expand on this research by linking self-enhancement to individuals’ social categories (gender and social class), identifying previously unexplored sources of variation in self-enhancement in organizational decision-making. Our analysis elaborates on how belonging to a social category influences decision-makers’ self-enhancement and, consequently, decision-making in ambiguous situations. This approach offers a nuanced decision-making model that considers societal positions, thereby contributing to a more complete understanding of organizational decision-making.
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