| Abstract: | This study examined the influence of the strength of belief structures on selected aspects of the decision-making process. To examine these issues, a business-acquisition decision scenario was studied in an experiment. Subjects played the role of a CEO of an electronics firm and were asked to evaluate the attractiveness of six potential acquisition candidates and to rate various aspects of the associated decision process. We presented half the subjects with information that the belief structure of their organization was extreme, agreed upon, and clear. The other half was presented with information that there was disagreement about the belief structure and that it was more ambiguous and less extreme. The results clearly showed that the decision process is different for people who were presented with an agreed-upon, extreme, and tightly constructed belief structure when compared to those who received information reflecting a weak and loosely constructed belief structure. A strong belief structure resulted in less positive evaluations, information requested, and money allocated to explore incompatible acquisition candidates (and vice versa for a highly compatible candidate) when compared to subjects using a weak belief structure. In addition, subjects in the strong-belief condition reported that their decision process would be characterized by less doubt, less time, less difficulty, and less conflict compared to subjects in the weak-belief structure condition. Implications for both decision theory and practical decision processes are discussed. |
