Log in

Relevant bibliographies by topics / Political decision making / Journal articles

To see the other types of publications on this topic, follow the link: Political decision making.

Journal articles on the topic 'Political decision making'

Author: Grafiati

Published: 4 June 2021

Last updated: 3 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Political decision making.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

Hatchard, John. "Engendering Political Decision-Making." Journal of African Law 42, no. 1 (1998): 141–43. http://dx.doi.org/10.1017/s0021855300010652.

Full text

Abstract:

In November, 1996, the Fifth Meeting of the Commonwealth Ministers Responsible for Women's Affairs recommended that member countries be encouraged to achieve a target of not less than 30 per cent of women in decision-making in the political, public and private sectors by the year 2005. This is an ambitious target for, according to the Inter-Parliamentary Union, the proportion of women involved in politics world-wide declined from 12.1 per cent in 1985 to 11 per cent in 1995. The situation throughout Africa is especially bleak for, as the following table indicates, with the notable exceptions of Mozambique, Seychelles, South Africa, Eritrea and Uganda, most African countries fall well below the world average.

APA, Harvard, Vancouver, ISO, and other styles

2

Farnham, Barbara. "Political Cognition and Decision-Making." Political Psychology 11, no. 1 (March 1990): 83. http://dx.doi.org/10.2307/3791516.

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

Evans, Michael S. "Religion and Political Decision Making." Journal for the Scientific Study of Religion 53, no. 1 (March 2014): 145–63. http://dx.doi.org/10.1111/jssr.12088.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Rivera, Lauren A. "Employer Decision Making." Annual Review of Sociology 46, no. 1 (July 30, 2020): 215–32. http://dx.doi.org/10.1146/annurev-soc-121919-054633.

Full text

Abstract:

The decisions employers make are of critical importance to sociological understandings of labor market stratification. While contemporary research documents employment outcomes with ever-growing precision, far less work examines how employers actually make decisions. In this article, I review research on the process of employer decision making, focusing on how employers evaluate, compare, and select workers in personnel decisions. I begin by summarizing the most prevalent theories of employer decision making in sociology, grouping them into competency-based, status-based, and social closure–based approaches. A common thread underlying much of this work is the assumption that employers are utility maximizers who base decisions on systematic, even if flawed, cognitive calculations of worker skill and workforce productivity. I then turn to recent research from sociology and beyond that challenges this notion and highlights the importance of understanding how employers themselves—their emotions, identities, and environments—affect decisions. I conclude by suggesting directions for future research.

APA, Harvard, Vancouver, ISO, and other styles

5

Noorani, Ibrahim, Khurram Shakir, and Muddasir Hussain. "Political Dogma Stroll’s non political moral decision making." Politikon: The IAPSS Journal of Political Science 19 (April 30, 2013): 33–44. http://dx.doi.org/10.22151/politikon.19.4.

Full text

Abstract:

Ethical enigma kernelling concerns about actions against concerns about consequences have been dealt by philosophers and psychologists to measure “universal” moral intuitions. Although these enigmas contain no evident political content, we decipher that liberals are more likely than conservatives to be concerned about consequences, whereas conservatives are more likely than liberals to be concerned about actions. This denouement is exhibited in two large, heterogeneous samples and across several different moral dilemmas. In addition, manipulations of dilemma averseness and order of presentation suggest that this political difference is due in part to different sensitivities to emotional reactions in moral decision-making: Conservatives are very much inclined to “go with the gut” and let affective responses guide moral judgments, while liberals are more likely to deliberate about optimal consequences. In this article, extracting a sample from Western Europe, we report evidence that political differences can be found in moral decisions about issues that have no evident political content. In particular, we find that conservatives are more likely than liberals to attend to the action itself when deciding whether something is right or wrong, whereas liberals are more likely than conservatives to attend to the consequences of the action. Further, we report preliminary evidence that this is partly explained by the kernel of truth from the parodies – conservatives are more likely than liberals to “go with the gut” by using their affective responses to guide moral judgment.

APA, Harvard, Vancouver, ISO, and other styles

6

Khyrallah Jalud, Mithaq. "Political Decision Making In Qatar State." مجلة دراسات إقلیمیة 7, no. 22 (April 1, 2011): 267–93. http://dx.doi.org/10.33899/regs.2011.6419.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Khyrallah Jalud, Mithaq. "Political Decision Making In Bahrain Kingdom." مجلة دراسات إقلیمیة 9, no. 28 (October 1, 2012): 301–51. http://dx.doi.org/10.33899/regs.2012.60223.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Сморгунов, Леонид, and Александр Павроз. "Political Decision Making: Theory and Methodology." Полис. Политические исследования, no. 4 (2005): 179–83. http://dx.doi.org/10.17976/jpps/2005.04.14.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Vis, Barbara. "Prospect Theory and Political Decision Making." Political Studies Review 9, no. 3 (June 2, 2011): 334–43. http://dx.doi.org/10.1111/j.1478-9302.2011.00238.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Minkler, Lanse. "Economic Rights and Political Decision Making." Human Rights Quarterly 31, no. 2 (2009): 368–93. http://dx.doi.org/10.1353/hrq.0.0070.

Full text

APA, Harvard, Vancouver, ISO, and other styles

11

WHITELEY, PAUL, and PATRICK SEYD. "Introduction: Rationality and political decision-making." European Journal of Political Research 29, no. 2 (March 1996): 143–45. http://dx.doi.org/10.1111/j.1475-6765.1996.tb00645.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

12

Ahmed, Ali. "Political Decision-Making and Nuclear Retaliation." Strategic Analysis 36, no. 4 (July 2012): 511–26. http://dx.doi.org/10.1080/09700161.2012.689510.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

Verbon, H. A. A., and F. A. A. M. Van Winden. "Public pensions and political decision-making." De Economist 133, no. 4 (December 1985): 527–44. http://dx.doi.org/10.1007/bf01675839.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

McGrew, John F. "Real World Decision Making Styles and Their Consequences." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 42, no. 3 (October 1998): 267–71. http://dx.doi.org/10.1177/154193129804200318.

Full text

Abstract:

The decision style of managers in applied settings were evaluated by raters. Two decision styles were identified, the socio-political and the data analytic. The consequences of these two decision styles were shown by evolving them in a cellular automata. The socio-political decision style produced unstable decisions. The data analytic decision style produced stable decisions.

APA, Harvard, Vancouver, ISO, and other styles

15

Miller, Gale, David J. Hickson, Richard J. Butler, David Cray, Geoffrey R. Mallory, and David C. Wilson. "Top Decisions: Strategic Decision-Making in Organizations." Contemporary Sociology 16, no. 5 (September 1987): 649. http://dx.doi.org/10.2307/2069756.

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

Bolleyer, Nicole, Felix-Christopher von Nostitz, and Nils-Christian Bormann. "Judicial decision-making within political parties: A political approach." Party Politics 25, no. 5 (March 13, 2019): 724–35. http://dx.doi.org/10.1177/1354068819836036.

Full text

Abstract:

How do German intra-party tribunals manage internal conflicts? More specifically, why do they accept some cases for trial but reject others? Required by law to strictly adhere to implement rule of law standards, German intra-party tribunals are designed to insulate conflict regulation from politics. Meanwhile, research on judicial politics highlights the role of political and strategic considerations in accepting cases for trial. Building on the latter, we develop a theory that emphasizes tribunals’ political concerns such as winning elections. We test our hypotheses with a mixed-effects logit model on a novel data set covering 1088 tribunal decisions in six German parties from 1967 until 2015. Our findings indicate that political factors exert a strong effect on tribunal case acceptance. Tribunals are more likely to accept cases when suffering electoral loss and after losing government office. Moreover, tribunals dismiss cases more easily when their parties display relatively high levels of policy agreement.

APA, Harvard, Vancouver, ISO, and other styles

17

Weiss, Carol H., and George Wright. "Behavioral Decision Making." American Political Science Review 80, no. 4 (December 1986): 1337. http://dx.doi.org/10.2307/1960884.

Full text

APA, Harvard, Vancouver, ISO, and other styles

18

Deal, James E., David Brinberg, and James Jaccard. "Dyadic Decision Making." Contemporary Sociology 19, no. 1 (January 1990): 154. http://dx.doi.org/10.2307/2073540.

Full text

APA, Harvard, Vancouver, ISO, and other styles

19

McCormick, Gordon H. "Terrorist Decision Making." Annual Review of Political Science 6, no. 1 (June 2003): 473–507. http://dx.doi.org/10.1146/annurev.polisci.6.121901.085601.

Full text

APA, Harvard, Vancouver, ISO, and other styles

20

Kalpokaite, Neringa, and Ivana Radivojevic. "Political Leaders’ Decision-Making Strategies During Democratization." Academy of Management Proceedings 2020, no. 1 (August 2020): 19469. http://dx.doi.org/10.5465/ambpp.2020.19469abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

21

Borisova, A. R. "U.S. POLITICAL DECISION-MAKING: EVOLUTION OF RESEARCH." Вестник Пермского университета. Политология, no. 3 (2017): 25–40. http://dx.doi.org/10.17072/2218-1067-2017-3-25-40.

Full text

APA, Harvard, Vancouver, ISO, and other styles

22

Thornton, Hazel. "Shared decision-making: Personal, professional and political." International Journal of Surgery 9, no. 3 (2011): 195–97. http://dx.doi.org/10.1016/j.ijsu.2010.11.013.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

Mendelberg, Tali, and Christopher F. Karpowitz. "Women's authority in political decision-making groups." Leadership Quarterly 27, no. 3 (June 2016): 487–503. http://dx.doi.org/10.1016/j.leaqua.2015.11.005.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Porter, Elisabeth. "Women, Political Decision-Making, and Peace-Building." Global Change, Peace & Security 15, no. 3 (October 2003): 245–62. http://dx.doi.org/10.1080/0951274032000124965.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

Eklund, Patrik, Agnieszka Rusinowska, and Harrie de Swart. "A consensus model of political decision-making." Annals of Operations Research 158, no. 1 (September 13, 2007): 5–20. http://dx.doi.org/10.1007/s10479-007-0249-2.

Full text

APA, Harvard, Vancouver, ISO, and other styles

26

Belghitar, Yacine, Ephraim Clark, and Abubakr Saeed. "Political connections and corporate financial decision making." Review of Quantitative Finance and Accounting 53, no. 4 (November 16, 2018): 1099–133. http://dx.doi.org/10.1007/s11156-018-0776-8.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

George, Tracey E., and Lee Epstein. "On the Nature of Supreme Court Decision Making." American Political Science Review 86, no. 2 (June 1992): 323–37. http://dx.doi.org/10.2307/1964223.

Full text

Abstract:

How does the U.S. Supreme Court reach decisions? Since the 1940s, scholars have focused on two distinct explanations. The legal model suggests that the rule of law (stare decisis) is the key determinant. The extralegal model posits that an array of sociological, psychological, and political factors produce judicial outcomes. To determine which model better accounted for judicial decisions, we used Supreme Court cases involving the imposition of the death penalty since 1972 and estimated and evaluated the models' success in accounting for decisional outcomes. Although both models performed quite satisfactorily, they possessed disturbing weaknesses. The legal perspective overpredicted liberal outcomes, the extralegal model conservative ones. Given these results, we tested another proposition, namely that extralegal and legal frameworks present codependent, not mutually exclusive, explanations of decision making. Based on these results, we offer an integrated model of Supreme Court decision making that contemplates a range of political and environmental forces and doctrinal constraints.

APA, Harvard, Vancouver, ISO, and other styles

28

de Fine Licht, Jenny. "Transparency actually: how transparency affects public perceptions of political decision-making." European Political Science Review 6, no. 2 (August 19, 2013): 309–30. http://dx.doi.org/10.1017/s1755773913000131.

Full text

Abstract:

Building on a widely held account of transparency as integral to legitimate and successful governance, this article addresses the question of how transparency in decision-making can influence public perceptions of political decision-making. An original experiment with 1099 participants shows that people who perceive political decision-making to be transparent judge the degree of procedural fairness highly and are more willing to accept the final decision. Perceptions of transparency are, however, largely shaped by transparency cues (e.g. statements provided by external sources) rather than by the degree of actual transparency, and no direct effect of actual transparency can be found on decision acceptance. The implication is that it is difficult to influence people's acceptance of political decisions by means of transparency reforms, as people base their assessments of political decisions largely on considerations other than evalutations of actual decision-making procedures.

APA, Harvard, Vancouver, ISO, and other styles

29

Inusah, Nasiru, and Josheph Yaw Dwommor. "Political Interference in Working Capital Management (WCM) Decision-making of Firms in Ghana." Journal of Corporate Governance Research 2, no. 1 (November 10, 2018): 26. http://dx.doi.org/10.5296/jcgr.v2i1.13662.

Full text

Abstract:

This paper assess the prevalence of political interference in WCM decision-making of firms and whether there is any difference in the extent to which WCM decisions of SOEs and PPOEs are susceptible to political interference. Data collected for this study is survey responses from senior executives of firms in Ghana on whether WCM decisions of their firms are influence by political interference, fully controlled by management or influence by regulations of government. Survey questionnaire were administered to a sample of 120 firms consisting of SOEs and PPOEs. It is found that as a whole, there is less low prevalence of political interference and high incidence of managerial control over WCM decisions of firms. However, the evidence suggest that ownership status of a firm (SOE or PPOE) significantly influence the level of political interference in firms WCM decision-making. SOEs appear more susceptible to political interference and government regulations with less managerial control over WCM decision-making as compared to non-state-owned firms. Intuitively, these findings reflect the fact that WCM is key to the survival of the firm and hence both SOEs and politically influential firms in the sample protects their WCM decisions from external interference. The key implication of these results, inefficient WCM in both SOEs and PPOEs might not be due to external influence from political power and government regulations but other factors identified in the literature such as managerial incompetency, agency problem among others.

APA, Harvard, Vancouver, ISO, and other styles

30

Thompson, Geir, Robert Buch, and Bård Kuvaas. "Political skill, participation in decision-making and organizational commitment." Personnel Review 46, no. 4 (June 5, 2017): 740–49. http://dx.doi.org/10.1108/pr-10-2015-0268.

Full text

Abstract:

Purpose Research has demonstrated that political skill is associated with leadership effectiveness. However, the field still lacks understanding of how political skill makes leaders more effective. The purpose of this paper is to contribute to the political skill literature by investigating a specific mechanism through which political skill may relate to follower commitment. Design/methodology/approach The study population was drawn from 148 supervisors and 988 subordinates from top, middle and operational levels in the business organizations. Findings Structural equation model analysis showed that political skill was positively related to Participation in decision making (PDM) and PDM was positively related to organizational commitment (OC). Furthermore, political skill indirectly predicted OC via PDM. In addition, the direct relationship between political skill and OC was not significant, suggesting “full” mediation. Finally, politically skilled leaders’ desire to encourage followers to participate in decision making was amplified by their ability to build strong, beneficial alliances and coalitions, resulting in increased social capital and even greater influence. Practical implications Involving subordinates in decision processes is likely to inspire trust and confidence, promote credibility, help develop a favorable relationship with the leader and enhance pride of participation in the organization. Originality/value The findings in the present study are of great importance for future research on political skill. It may change the approach for testing the validity of the theory by focusing on influence tactics. This approach will, in the authors’ view, constitute the future research avenue for research on political skill.

APA, Harvard, Vancouver, ISO, and other styles

31

Vis, Barbara. "Heuristics and Political Elites’ Judgment and Decision-Making." Political Studies Review 17, no. 1 (February 1, 2018): 41–52. http://dx.doi.org/10.1177/1478929917750311.

Full text

Abstract:

It is broadly assumed that political elites (e.g. party leaders) regularly rely on heuristics in their judgments or decision-making. In this article, I aim to bring together and discuss the scattered literature on this topic. To address the current conceptual unclarity, I discuss two traditions on heuristics: (1) the heuristics and biases (H&B) tradition pioneered by Kahneman and Tversky and (2) the fast and frugal heuristics (F&F) tradition pioneered by Gigerenzer et al. I propose to concentrate on two well-defined heuristics from the H&B tradition— availability and representativeness—to empirically assess when political elites rely on heuristics and thereby understand better their judgments and decisions. My review of existing studies supports the notion that political elites use the availability heuristic and possibly the representativeness one for making complex decisions under uncertainty. It also reveals that besides this, we still know relatively little about when political elites use which heuristic and with what effect(s). Therefore, I end by proposing an agenda for future research.

APA, Harvard, Vancouver, ISO, and other styles

32

CHAPMAN, RICHARD A. "DECISION MAKING REVISITED." Public Administration 68, no. 3 (September 1990): 353–67. http://dx.doi.org/10.1111/j.1467-9299.1990.tb00764.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

Volynkina, L. A. "The Role of Political Expertise in Political Decision-Making Process." Izvestia of Saratov University. New Series. Series: Sociology. Politology 10, no. 4 (2010): 88–91. http://dx.doi.org/10.18500/1818-9601-2010-10-4-88-91.

Full text

APA, Harvard, Vancouver, ISO, and other styles

34

Veeder, Nancy W. "Women's decision making." Women's Studies International Forum 17, no. 4 (January 1994): 391–402. http://dx.doi.org/10.1016/s0277-5395(05)80045-7.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

't Hart, Paul, Uriel Rosenthal, and Alexander Kouzmin. "Crisis Decision Making." Administration & Society 25, no. 1 (May 1993): 12–45. http://dx.doi.org/10.1177/009539979302500102.

Full text

APA, Harvard, Vancouver, ISO, and other styles

36

Rogowski, Jon C. "Voter Decision-Making with Polarized Choices." British Journal of Political Science 48, no. 1 (March 18, 2016): 1–22. http://dx.doi.org/10.1017/s0007123415000630.

Full text

Abstract:

In 1950, members of the American Political Science Association’s Committee on Political Parties argued that voters could exercise greater control over government if the two major political parties adopted clear and ideologically distinct policy platforms. In 2015, partisan polarization is a defining feature of American politics and extreme parties have maintained support elsewhere. This article investigates voter decision-making with ideologically divergent electoral choices and argues that ideological conflict reduces citizens’ responsiveness to candidates’ ideological locations by increasing the role of motivated reasoning in political decision-making. Results from two observational studies and a survey experiment support this account, and the findings are robust across a range of models. These results have important implications for accountability and democratic decision-making in an age of partisan polarization.

APA, Harvard, Vancouver, ISO, and other styles

37

Ganzel, A. K. "Adolescent Decision Making." Journal of Adolescent Research 14, no. 3 (July 1999): 289–318. http://dx.doi.org/10.1177/0743558499143002.

Full text

APA, Harvard, Vancouver, ISO, and other styles

38

Rothenberg, Lawrence S., and Mitchell S. Sanders. "Modeling Legislator Decision Making." American Politics Research 30, no. 3 (May 2002): 235–64. http://dx.doi.org/10.1177/1532673x02030003002.

Full text

APA, Harvard, Vancouver, ISO, and other styles

39

Heinemann, Isabel, and Johanna Schoen. "Reproductive decision-making in comparative perspective." Journal of Modern European History 17, no. 3 (June 20, 2019): 255–61. http://dx.doi.org/10.1177/1611894419854299.

Full text

Abstract:

Reproductive decision-making has been highly contested in Western countries and can thus serve as an illustration through which to trace changing norms, values, family concepts and gender roles. This special issue investigates public debates regarding legal abortion and women’s changing options for decision-making in the US, Germany, Sweden and Ireland as well as transnational abortion travels since the 1960s. After gaining the right to abortion, women have had to contend with a political and legislative backlash that has threatened to undermine access to abortion care. While women have not been perceived as responsible decision-makers, they have vigorously claimed the right to make their own reproductive decisions. The introduction to this special issue proposes a comparative approach to analyse the impact that political shifts since the 1960s have had on reproductive policies and women’s access to abortion. We follow the similarities and differences in national policies, legal frameworks, moral codes, and individual agency in different Western countries.

APA, Harvard, Vancouver, ISO, and other styles

40

Eun, Jihyun, and Seung-Hyun Lee. "Corporate Political Activity: Benefits, Costs, and Decision Making." Academy of Management Proceedings 2018, no. 1 (August 2018): 14492. http://dx.doi.org/10.5465/ambpp.2018.14492abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

41

Mu, Wen, and Xu Jiang. "Political Connections, Innovation Decision Making, and Firm Performance." Academy of Management Proceedings 2018, no. 1 (August 2018): 15788. http://dx.doi.org/10.5465/ambpp.2018.15788abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

42

Sumption, Jonathan. "Judicial and Political Decision-making: The Uncertain Boundary." Judicial Review 16, no. 4 (December 2011): 301–15. http://dx.doi.org/10.5235/108546811799320844.

Full text

APA, Harvard, Vancouver, ISO, and other styles

43

Redfoot, Donald, and Katrinka Smith Sloan. "Realities of Political Decision-Making on Congregate Housing." Journal of Housing For the Elderly 9, no. 1-2 (February 25, 1992): 99–110. http://dx.doi.org/10.1300/j081v09n01_07.

Full text

APA, Harvard, Vancouver, ISO, and other styles

44

Morrell, Michael E. "Deliberation, Democratic Decision-Making and Internal Political Efficacy." Political Behavior 27, no. 1 (March 2005): 49–69. http://dx.doi.org/10.1007/s11109-005-3076-7.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

Schubert, James N., Thomas C. Wiegele, and Samuel M. Hines. "Age and Political Behavior in Collective Decision-making." International Political Science Review 8, no. 2 (April 1987): 131–46. http://dx.doi.org/10.1177/019251218700800204.

Full text

APA, Harvard, Vancouver, ISO, and other styles

46

Austen-Smith, David. "Strategic Models of Talk in Political Decision Making." International Political Science Review 13, no. 1 (January 1992): 45–58. http://dx.doi.org/10.1177/019251219201300104.

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

Giebe, Thomas, and Paul Schweinzer. "All-pay-all aspects of political decision making." Public Choice 161, no. 1-2 (October 11, 2013): 73–90. http://dx.doi.org/10.1007/s11127-013-0127-1.

Full text

APA, Harvard, Vancouver, ISO, and other styles

48

Calvert, Randall L. "Political decision making with costly and imperfect information." Mathematical and Computer Modelling 12, no. 4-5 (1989): 497–509. http://dx.doi.org/10.1016/0895-7177(89)90420-2.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Meijdam, Lex, and Harrie A. A. Verbon. "Aging and political decision making on public pensions." Journal of Population Economics 9, no. 2 (June 1996): 141–58. http://dx.doi.org/10.1007/pl00003831.

Full text

APA, Harvard, Vancouver, ISO, and other styles

50

Hafner-Burton, Emilie M., D. Alex Hughes, and David G. Victor. "The Cognitive Revolution and the Political Psychology of Elite Decision Making." Perspectives on Politics 11, no. 2 (May 21, 2013): 368–86. http://dx.doi.org/10.1017/s1537592713001084.

Full text

Abstract:

Experimental evidence in cognitive psychology and behavioral economics is transforming the way political science scholars think about how humans make decisions in areas of high complexity, uncertainty, and risk. Nearly all those studies utilize convenience samples of university students, but in the real world political elites actually make most pivotal political decisions such as threatening war or changing the course of economic policy. Highly experienced elites are more likely to exhibit the attributes of rational decision-making; and over the last fifteen years a wealth of studies suggest that such elites are likely to be more skilled in strategic bargaining than samples with less germane experience. However, elites are also more likely to suffer overconfidence, which degrades decision-making skills. We illustrate implications for political science with a case study of crisis bargaining between the US and North Korea. Variations in the experience of US elite decision-makers between 2002 and 2006 plausibly explain the large shift in US crisis signaling better than other rival hypotheses such as “Iraq fatigue.” Beyond crisis bargaining other major political science theories might benefit from attention to the attributes of individual decision-makers.

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!