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Journal articles on the topic 'Group Decision Making'

Author: Grafiati
Published: 4 June 2021
Last updated: 29 July 2024

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1

Neale, Margaret A., and Walter C. Swap. "Group Decision Making." Administrative Science Quarterly 31, no. 4 (December 1986): 669. http://dx.doi.org/10.2307/2392973.

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2

KINOSHITA, Eizo, and Shinei TAKANO. "Group Decision Making." Doboku Gakkai Ronbunshu, no. 709 (2002): 1–2. http://dx.doi.org/10.2208/jscej.2002.709_1.

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3

KINOSHITA, Eizo, and Shin-ei TAKANO. "Group Decision Making." Doboku Gakkai Ronbunshu, no. 716 (2002): 2. http://dx.doi.org/10.2208/jscej.2002.716_2.

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4

Engel, David. "Group decision making." Evaluation Practice 7, no. 2 (May 1986): 51–54. http://dx.doi.org/10.1016/s0886-1633(86)80030-7.

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5

Palazzolo, Carl. "Group decision making." Journal of the American Veterinary Medical Association 209, no. 3 (August 1, 1996): 566–69. http://dx.doi.org/10.2460/javma.1996.209.03.566.

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6

Radovanovic, Bojana. "Individual decision making, group decision making and deliberation." Filozofija i drustvo 23, no. 2 (2012): 147–67. http://dx.doi.org/10.2298/fid1202147r.

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Each of us makes a number of decisions, from the less important to those with far-reaching consequences. As members of different groups, we are also actors of group decision making. In order to make a rational decision, a choice-making procedure must satisfy a number of assumptions (conditions) of rationality. In addition, when it comes to group decisions, those procedures should also be ?fair.? However, it is not possible to define a procedure of choice-making that would transform individual orders of alternatives based on preferences of perfectly rational individuals into a single social order and still meet conditions of rationality and ethics. The theory of deliberative democracy appeared in response to the impossibility of Social Choice theory. The basic assumption of deliberative democracy is that individuals adjust their preferences taking into account interests of the community. They are open for discussion with other group members and are willing to change their attitudes in order to achieve common interests. Ideally, group members come to an agreement during public discussion (deliberation). Still, this concept cannot completely over?come all the difficulties posed by the theory of social choice. Specifically, there is no solution for strategic and manipulative behavior of individuals. Also, the concept of deliberative democracy faces certain problems particular to this approach, such as, to name but a few, problems with the establishment of equality of participants in the debate and their motivation, as well as problems with the organization of public hearings.
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Payne, John, and Arnold Wood. "Individual Decision Making and Group Decision Processes." Journal of Psychology and Financial Markets 3, no. 2 (June 2002): 94–101. http://dx.doi.org/10.1207/s15327760jpfm0302_04.

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8

Kalech, Meir. "Decision-Making under Group Commitment." Mathematics 9, no. 17 (August 27, 2021): 2080. http://dx.doi.org/10.3390/math9172080.

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Coordination is essential for establishing and sustaining teamwork. Agents in a team must agree on their tasks and plans, and thus, group decision-making techniques are necessary to reach agreements in teams. For instance, to agree on a joint task, the agents can provide their preferences for the alternative tasks, and the best alternative could be selected by majority. Previous works assumed that agents only provide their preferences for the alternatives. However, when selecting a joint task for teamwork, it is essential to consider not only the preferences of the agents, but also the probability of the agents being able to execute the task if it is selected. In this paper, we propose a novel model, the decIsion-MAking under Group commItmeNt modEl (IMAGINE), for computing the optimal decision for a team considering several parameters. Each agent provides: (1) the utility of each alternative for the team, (2) the associated cost for the agent by executing the alternative, and (3) the probability that the agent will be able to execute the alternative task. The IMAGINE gathers these data from the agents, as well as the requisite quorum for each alternative task, which is the minimum number of agents required to complete the task successfully. Given this information, the IMAGINE determines the optimal decision for the group. We evaluated the IMAGINE by comparing it to a baseline method that does not consider the quorum requirement. We show that the IMAGINE generally comes up with a better decision than the baseline method and that the higher the quorum, the better the decisions the IMAGINE makes are.
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9

Björnsson, Gunnar. "Group Duties Without Decision-Making Procedures." Journal of Social Ontology 6, no. 1 (August 26, 2020): 127–39. http://dx.doi.org/10.1515/jso-2020-0049.

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AbstractStephanie Collins’ Group Duties offers interesting new arguments and brings together numerous interconnected issues that have hitherto been treated separately. My critical commentary focuses on two particularly original and central claims of the book: (1) Only groups that are united under a group-level decision-making procedure can bear duties. (2) Attributions of duties to other groups should be understood as attributions of “coordination duties” to each member of the group, duties to either take steps responsive to the others with a view to the group’s doing what is said to be its duty or to express willingness to do so. In support of the first claim, Collins argues that only groups that can make decisions can bear duties, and that the ability to make decisions requires the relevant sort of decision-making procedure. I suggest that both parts of this argument remain in need of further support. I furthermore argue that Collins’ account of coordination duties gets certain kinds of cases wrong, and suggest that attributions of duties to groups without decision-making procedures are more plausibly understood as attributing shared duties grounded in demands on the group’s members to care about the values at stake.
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10

Song, Hanqun, Ying Wang, and Beverley A. Sparks. "Chinese Travelers' Group Decision-making." Tourism Analysis 23, no. 4 (December 20, 2018): 561–65. http://dx.doi.org/10.3727/108354218x15391984820530.

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11

Shen, Huizhang, Jidi Zhao, and Wayne W. Huang. "Mission-Critical Group Decision-Making." Journal of Global Information Management 16, no. 2 (April 2008): 35–57. http://dx.doi.org/10.4018/jgim.2008040103.

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12

Conradt, L., and T. J. Roper. "Group decision-making in animals." Nature 421, no. 6919 (January 2003): 155–58. http://dx.doi.org/10.1038/nature01294.

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13

Kroon, Marceline B. R., David Van Kreveld, and Jacob M. Rabbie. "Group Versus Individual Decision Making." Small Group Research 23, no. 4 (November 1992): 427–58. http://dx.doi.org/10.1177/1046496492234001.

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14

Driskell, James E., and Eduardo Salas. "Group decision making under stress." Journal of Applied Psychology 76, no. 3 (1991): 473–78. http://dx.doi.org/10.1037/0021-9010.76.3.473.

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15

Davis, Liane, and Ronald Toseland. "Group versus Individual Decision Making." Social Work With Groups 10, no. 2 (October 26, 1987): 95–110. http://dx.doi.org/10.1300/j009v10n02_09.

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16

Kerr, Norbert L., and R. Scott Tindale. "Group Performance and Decision Making." Annual Review of Psychology 55, no. 1 (February 2004): 623–55. http://dx.doi.org/10.1146/annurev.psych.55.090902.142009.

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17

Mahraz, Abdelkader Ould, Djamila Bouhalouan, and Abdelkader Adla. "Facilitating Virtual Group Decision Making." Procedia Computer Science 83 (2016): 1050–55. http://dx.doi.org/10.1016/j.procs.2016.04.222.

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18

Faralla, Valeria, Guido Borà, Alessandro Innocenti, and Marco Novarese. "Promises in group decision making." Research in Economics 74, no. 1 (March 2020): 1–11. http://dx.doi.org/10.1016/j.rie.2019.11.001.

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19

Sergienko, Artem A., and Zoya D. Denikina. "Dynamics of Group Decision-Making: Philosophical Perspective." Общество: философия, история, культура, no. 7 (July 24, 2024): 46–52. http://dx.doi.org/10.24158/fik.2024.7.5.

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In the modern world, where decisions are made at speeds dictated by technological progress, the dynamics of group decision-making are becoming particularly relevant. Exploring the philosophical foundations of group decision-making provides a deeper understanding of the mechanisms that drive collective intelligence and determine its effectiveness. The article focuses on analyzing the processes underlying group decision-making, emphasizing philosophical aspects such as will, rationality, and emotions. The study aims to identify and sys-tematize factors influencing the group decision-making process and to determine their role in shaping collec-tive choices. The author sets the task not only to describe these processes, but also to propose ways to optimize decision-making in groups, which can have significant practical significance for management, education and social work. It is argued that the dynamics of group decision-making cannot be understood without considering the socio-philosophical context in which these processes occur. The author emphasizes the importance of ethi-cal and value-oriented guidelines that direct group decisions is highlighted, offering a new perspective on the role of leadership and authority in these processes.
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20

Calabrese, Raymond L., Sally J. Zepeda, and Alan R. Shoho. "Decision Making: A Comparison of Group and Individual Decision-Making Differences." Journal of School Leadership 6, no. 5 (September 1996): 555–72. http://dx.doi.org/10.1177/105268469600600505.

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This study contrasted the quality in decision making between individuals and collaborative groups. Forty-five participants were administered the Decision-Making Inventory either as individuals or in collaborative groups. There were few differences between individual and collaborative decision-making formats; individual decision-making skills were more effective than collaborative groups in the areas of curriculum and student discipline; there were no significant differences in decision-making skills across the independent variables of gender, ethnicity, and the participants’ current positions in schools.
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21

Liu, Wenjing, and Lei Li. "Emergency decision-making combining cumulative prospect theory and group decision-making." Granular Computing 4, no. 1 (March 15, 2018): 39–52. http://dx.doi.org/10.1007/s41066-018-0086-5.

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22

Cui, He. "Influence of historical context on group decision-making." BCP Business & Management 38 (March 2, 2023): 1406–10. http://dx.doi.org/10.54691/bcpbm.v38i.3904.

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“Black Swans” andgroup decision making have become familiar terms in the relevant fileds. There have been many Black Swan events in history, such as the current covid9 epidemic or the failed launch of the Challenger space shuttle in 1986. In the run-up to the Challenger launch, NASA conducts a conference call. This contains typical group decision-making issues. As an example, through access to information. Aboutexamine the impact of the social and historical context of the Challenger launch on the conference call, and author also analyses the impact of these contextual factors on the decision-making group. In order to identify these potential factors so that they can be avoided in future decision making. Some Black Swan events are accompanied by group decisions, which can influence the direction of events. However, the decision makers and participants in group decisions are also influenced by different factors. For example, social context and pressure. In high pressure or reactive situations, group decisions can be biased in different ways. In the case of Challenger, the decision makers were influenced by public opinion and the pressure of the international situation at the time, which led to problematic decisions. This is why it is more important in group decision-making to look at the problem of the event itself and consider the problems that existed. This paper using a literature review research method with Challenger as the subject of the study, examines the impact of the historical context and social environment on decision-making at the Challenger pre-launch group meeting. The research results show that the context created economic, public opinion and time pressures on NASA. These pressures in turn had a huge impact on the decision makers. In the end the panel's decision making was flawed.
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23

TANIMOTO, Keishi. "Process of Group Decision Making under Decision Rule." INFRASTRUCTURE PLANNING REVIEW 21 (2004): 233–38. http://dx.doi.org/10.2208/journalip.21.233.

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24

POOLE, MARSHALL SCOTT, and MICHAEL E. HOLMES. "Decision Development in Computer-Assisted Group Decision Making." Human Communication Research 22, no. 1 (September 1995): 90–127. http://dx.doi.org/10.1111/j.1468-2958.1995.tb00363.x.

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25

BÄCK, EMMA A., PETER ESAIASSON, MIKAEL GILLJAM, OLA SVENSON, and TORUN LINDHOLM. "Post-decision consolidation in large group decision-making." Scandinavian Journal of Psychology 52, no. 4 (March 14, 2011): 320–28. http://dx.doi.org/10.1111/j.1467-9450.2011.00878.x.

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26

Herrera, F., E. Herrera-Viedma, and J. L. Verdegay. "A linguistic decision process in group decision making." Group Decision and Negotiation 5, no. 2 (January 1996): 165–76. http://dx.doi.org/10.1007/bf00419908.

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27

McGrath, Michael Robert. "Strategic decision making and group decision support systems." New Directions for Institutional Research 1986, no. 49 (1986): 65–73. http://dx.doi.org/10.1002/ir.37019864907.

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28

Cheng, Pi-Yueh, and Wen-Bin Chiou. "Framing Effects in Group Investment Decision Making: Role of Group Polarization." Psychological Reports 102, no. 1 (February 2008): 283–92. http://dx.doi.org/10.2466/pr0.102.1.283-292.

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Prospect theory proposes that framing effects result in a preference for risk-averse choices in gain situations and risk-seeking choices in loss situations. However, in group polarization situations, groups show a pronounced tendency to shift toward more extreme positions than those they initially held. Whether framing effects in group decision making are more prominent as a result of the group-polarization effect was examined. Purposive sampling of 120 college students (57 men, 63 women; M age = 20.1 yr., SD = 0.9) allowed assessment of relative preference between cautious and risky choices in individual and group decisions. Findings indicated that both group polarization and framing effects occur in investment decisions. More importantly, group decisions in a gain situation appear to be more cautious, i.e., risk averse, than individual decisions, whereas group decisions in the loss situation appear to be more risky than individual decisions. Thus, group decision making may expand framing effects when it comes to investment choices through group polarization.
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29

Aly, S., and I. Vrana. "Approaches to assess the group consensus in Yes-or-No type experts’ group decision making." Agricultural Economics (Zemědělská ekonomika) 56, No. 4 (April 22, 2010): 192–99. http://dx.doi.org/10.17221/97/2009-agricecon.

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Group consensus indicators provide an important insight and information about how to combine a group of expert judgments. This paper is concerned with the development of a set of indicators to be used in analyzing the group consensus in evaluating Yes-or-No type’s decision problems. The opinions of the experts are in the form of a real number between 0 and 10 expressing the degree of answers Yes or No (0 for sharp No and 10 for sharp Yes). Two methods for obtaining the consensus indicators are developed. The first of them is based on configuring the one previously developed by (Ngwenyama et al. 1996), which is reviewed in this paper. The other one is an improved one that does not rely on the existence of the known or desired similarity significance levels or thresholds.  A new measure of consensus is introduced, the standard deviation. An experiment is conducted to get acquainted with the relationship between the standard deviation of group decisions and one of the developed group consensus indicators, which measures the agreement level within the group of decisions. This research is intended to develop more consistent indicators and measures group consensus and position of each individual relative to others for Yes-or-No type group decisions. This is aimed at the exploitation of such important and relevant consensus information for developing a new consensus-based heuristic algorithm to combine the multiple experts’ judgments or to be able to select the adequate combining criteria. Finally, the presented approach could be usefully utilized in critical “Yes – or – No” GDM problems in business and industry.
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30

Thorson, Katherine R., Oana D. Dumitru, Wendy Berry Mendes, and Tessa V. West. "Influencing the physiology and decisions of groups: Physiological linkage during group decision-making." Group Processes & Intergroup Relations 24, no. 1 (December 30, 2019): 145–59. http://dx.doi.org/10.1177/1368430219890909.

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Many of the most important decisions in our society are made within groups, yet we know little about how the physiological responses of group members predict the decisions that groups make. In the current work, we examine whether physiological linkage from “senders” to “receivers”—which occurs when a sender’s physiological response predicts a receiver’s physiological response—is associated with senders’ success at persuading the group to make a decision in their favor. We also examine whether experimentally manipulated status—an important predictor of social behavior—is associated with physiological linkage. In groups of 5, we randomly assigned 1 person to be high status, 1 low status, and 3 middle status. Groups completed a collaborative decision-making task that required them to come to a consensus on a decision to hire 1 of 5 firms. Unbeknownst to the 3 middle-status members, high- and low-status members surreptitiously were told to each argue for different firms. We measured cardiac interbeat intervals of all group members throughout the decision-making process to assess physiological linkage. We found that the more receivers were physiologically linked to senders, the more likely groups were to make a decision in favor of the senders. We did not find that people were physiologically linked to their group members as a function of their fellow group members’ status. This work identifies physiological linkage as a novel correlate of persuasion and highlights the need to understand the relationship between group members’ physiological responses during group decision-making.
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31

Lipovetsky, Stan. "Predictor Analysis in Group Decision Making." Stats 4, no. 1 (February 9, 2021): 108–21. http://dx.doi.org/10.3390/stats4010009.

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Priority vectors in the Analytic Hierarchy Process (AHP) are commonly estimated as constant values calculated by the pairwise comparison ratios elicited from an expert. For multiple experts, or panel data, or other data with varied characteristics of measurements, the priority vectors can be built as functions of the auxiliary predictors. For example, in multi-person decision making, the priorities can be obtained in regression modeling by the demographic and socio-economic properties. Then the priorities can be predicted for individual respondents, profiled by each predictor, forecasted in time, studied by the predictor importance, and estimated by the characteristic of significance, fit and quality well-known in regression modeling. Numerical results show that the suggested approaches reveal useful features of priority behavior, that can noticeably extend the AHP abilities and applications for numerous multiple-criteria decision making problems. The considered methods are useful for segmentation of the respondents and finding optimum managerial solutions specific for each segment. It can help to decision makers to focus on the respondents’ individual features and to increase customer satisfaction, their retention and loyalty to the promoted brands or products.
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32

KIMURA, YASUYUKI, and TAKASHI TSUZUKI. "Group Decision Making and Communication Mode." JAPANESE JOURNAL OF EXPERIMENTAL SOCIAL PSYCHOLOGY 38, no. 2 (1998): 183–92. http://dx.doi.org/10.2130/jjesp.38.183.

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33

WANG Chengliang, 王程亮, 王晓卫 WANG Xiaowei, 齐晓光 QI Xiaoguang, 赵海涛 ZHAO Haitao, 李保国 LI Baoguo, 赵建强 ZHAO Jianqiang, and 蒲可 PU Ke. "Decision making in group living animals." Acta Ecologica Sinica 33, no. 16 (2013): 4857–63. http://dx.doi.org/10.5846/stxb201205180743.

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34

King, Andrew J., and G. Cowlishaw. "Leaders, followers, and group decision-making." Communicative & Integrative Biology 2, no. 2 (March 2009): 147–50. http://dx.doi.org/10.4161/cib.7562.

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35

Pedersen, Paul B. "Decision making in a multicultural group." Journal for Specialists in Group Work 10, no. 3 (September 1985): 164–74. http://dx.doi.org/10.1080/01933928508411819.

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36

Mojzisch, Andreas, and Stefan Schulz‐Hardt. "Process gains in group decision making." Journal of Managerial Psychology 26, no. 3 (March 29, 2011): 235–46. http://dx.doi.org/10.1108/02683941111112668.

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37

Wadhwa, Subash, and Souresh Bhattacharya. "Reengineering the Group Decision-Making Process." Vision: The Journal of Business Perspective 4, no. 2 (July 2000): 29–35. http://dx.doi.org/10.1177/097226290000400204.

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Organisations, the world over are increasingly focussing their efforts on radical measures to enhance their competitive edge. One such area of interest focuses on reduction in the time taken in classical process of managerial group decision-making. The rapid strides made in the field of Information Technology have opened new opportunities to qualitatively enhance productivity of collaborative work. Group Decision Support System (GDSS) focuses on the aspect of introducing technology, in a graded manner, into the process of group decisionmaking. It seeks to fundamentally alter the angularities of such interaction and present a technology driven platform for the purpose. However, the basic process of group interaction needs to be more clearly understood before any wide-scale implementation of GDSS can prove beneficial. A model of the evolving GDSS process is presented which affords a framework for further research into the contemporary technology-driven collaborative process. It is proposed that the advent of IT offers a unique opportunity to re-engineer the group decision making processes so as to significantly benefit from the GDSS paradigm.
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38

Enos, Richard L. "Classical Rhetoric and Group Decision Making." Small Group Behavior 16, no. 2 (May 1985): 235–44. http://dx.doi.org/10.1177/104649648501600208.

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39

Lamit, H., A. Shafaghat, M. Z. Abd Majid, A. Keyvanfar, Mohd Hamdan Bin Ahmad, and T. A. Malik. "Grounded Group Decision Making (GGDM) Model." Advanced Science Letters 19, no. 10 (October 1, 2013): 3077–80. http://dx.doi.org/10.1166/asl.2013.5065.

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40

Decrop, Alain. "Group Processes in Vacation Decision-Making." Journal of Travel & Tourism Marketing 18, no. 3 (August 16, 2005): 23–36. http://dx.doi.org/10.1300/j073v18n03_03.

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41

Henningsen, David Dryden, and Mary Lynn Miller Henningsen. "Nuanced Aggression in Group Decision Making." International Journal of Business Communication 57, no. 1 (April 27, 2017): 145–58. http://dx.doi.org/10.1177/2329488417704951.

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Group decision making in organizations represents an opportunity for group members to seek to exert social influence. Whining and bullying are examined as nonrational influence tactics used by individuals in groups. Both tactics are envisioned as forms of aggression, differing across a dominance—submissiveness continuum. The impact of whining and bullying as compliance gaining tactics for organizational group decision making is examined using 234 individuals whose jobs include group decision making in organizations. The use of bullying and whining tactics are positively correlated indicating dominance complementarity, with increases in one tactic being associated with increases in the other. In addition, bullying and whining are found to have negative effects on cohesiveness and group decision-making effectiveness.
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42

Halouani, Nesrin, Habib Chabchoub, and Jean-Marc Martel. "A group decision-making aggregation process." Yugoslav Journal of Operations Research 18, no. 2 (2008): 205–19. http://dx.doi.org/10.2298/yjor0802205h.

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Within the frame of decision aid literature, decision making problems with multiple sources of information have drawn the attention of researchers from a wide spectrum of disciplines. In decision situations with multiple individuals, each one has his own knowledge of the decision problem alternatives. The use of information assessed in different domains is not a seldom situation. This non-homogeneous information can be represented by values belonging to domains with different nature as linguistic, numerical and interval valued or can be values assessed in label sets with different granularity and multigranular linguistic information. Decision processes for solving these problems are composed by two steps: aggregation and exploitation. The main problem to deal with non-homogeneous contexts is the aggregation manner of the information assessed in these contexts. The purpose of this paper is to address this problem and establish a procedure to aggregate individual opinions into a common decision to deal with non-homogeneous contexts. This process combines at the same time numerical, interval valued and linguistic information. Since subjectivity, vagueness and imprecision enter into the assessments of experts, the 2-tuple fuzzy linguistic representation model is used to deal with the fuzziness of human judgment.
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43

Hirokawa, Randy Y., and Kathryn M. Rost. "Effective Group Decision Making in Organizations." Management Communication Quarterly 5, no. 3 (February 1992): 267–88. http://dx.doi.org/10.1177/0893318992005003001.

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44

Sorooshian, Shahryar. "Group Decision Making With Unbalanced-Expertise." Journal of Physics: Conference Series 1028 (June 2018): 012003. http://dx.doi.org/10.1088/1742-6596/1028/1/012003.

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45

Van Parys, Jessica, and Elliott Ash. "Sequential decision-making with group identity." Journal of Economic Psychology 69 (December 2018): 1–18. http://dx.doi.org/10.1016/j.joep.2018.09.004.

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46

Saunders, Carol, and Shaila Miranda. "Information acquisition in group decision making." Information & Management 34, no. 2 (September 1998): 55–74. http://dx.doi.org/10.1016/s0378-7206(98)00036-6.

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47

Li, Rong-Jun. "Fuzzy method in group decision making." Computers & Mathematics with Applications 38, no. 1 (July 1999): 91–101. http://dx.doi.org/10.1016/s0898-1221(99)00172-8.

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48

Kiesler, Sara, and Lee Sproull. "Group decision making and communication technology." Organizational Behavior and Human Decision Processes 52, no. 1 (June 1992): 96–123. http://dx.doi.org/10.1016/0749-5978(92)90047-b.

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49

Pérez, Luis G., Francisco Mata, Francisco Chiclana, Gang Kou, and Enrique Herrera-Viedma. "Modelling influence in group decision making." Soft Computing 20, no. 4 (January 18, 2016): 1653–65. http://dx.doi.org/10.1007/s00500-015-2002-0.

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50

Cato, Susumu. "Menu Dependence and Group Decision Making." Group Decision and Negotiation 23, no. 3 (March 6, 2013): 561–77. http://dx.doi.org/10.1007/s10726-013-9343-9.

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