Studying the cause-and-effect relationships of defensive decision-making and its consequences in government organizations in Lorestan province

Articles in Press

Document Type : Research Article

Authors

1 Assistant Prof., Management faculty, Lorestan university, Khorramabad, Iran.

2 PhD student in public Administraion, Faculty of Management, Lorestan University, Khorramabad, Iran

3 3. Master of Management, Department of Management, Faculty of Economics and Management, Lorestan University, Khorramabad, Iran

Abstract

Aim:Therefore, the present study aimed to investigate the cause-and-effect relationships of defensive decision-making and its consequences in government organizations in Lorestan province. Methodology: The present study is applied in terms of purpose and exploratory in terms of data collection. The statistical population of this study includes experts, including university professors and managers of government organizations in Lorestan province, who were selected as a sample using purposive sampling and based on theoretical adequacy. To collect data in the qualitative part, interviews were used, the validity and reliability of which were confirmed through content and theoretical validity, as well as intra-coder and inter-coder reliability methods. In the quantitative part, the data collection tool was a questionnaire, the validity and reliability of which were also confirmed using content validity and test-retest reliability. Qualitative data were analyzed using content analysis method and quantitative data were analyzed using fuzzy cognitive mapping method. Result: The result of the research indicate that the decision-phobia taking over the managers, the bitterness experienced from the criticism, Conservative organizational culture are the most important reasons for managers' defensive decision-making. Also, managers' preoccupation with the phenomenon of rumination, injecting mental laziness in managers, being on the sidelines of realizing organizational goals were identified as the most important consequences of managers' defensive decision-making. Conclusion: This type of decision-making is known as inefficient and ineffective decision-making, which can lead to negative effects for the organization.

Keywords

Main Subjects

Organizational Culture Management

Articles in Press, Accepted Manuscript
Available Online from 11 May 2025

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