out of our seven direct-effect hypotheses were supported. We found
empirical support at the organizational level for the idea that
opportunity/threat frames explain significant variability in risk
perception and significant variability in a risky, consequential
organizational decision. Similarly, inertia, risk propensity and
perceived risk explained significant variability in the same consequential
risky decision. We were encouraged to find that the majority of
the predicted relationships held up using an objective measure
of risky decision making.
also was found for the prediction that risk propensity partially
mediates the effects of inertia on risky decision making. In addition,
our prediction that risk perception partially mediates the effects
of problem framing on risky decision making revealed that risk
perception acted as a suppressor, revealing an interesting dynamic
related to how problem framing and risk perception may work together
to impact risky decision making.
primary intent of this analysis was to provide an organizational
level field test of a portion of Sitkin and Pablo's model (1992).
Overall, our analyses suggest that a variation of Sitkin and Pablo's
model can be extended to the organizational level of analysis
and strongly support the inclusion of risk perception and risk
propensity in models of risky decision making behavior in order
to improve our understanding of the mechanisms through which antecedent
predictors operate. However, the issue of whether risk perception
and risk propensity act as full or partial mediators of the effects
of problem framing, inertia and other antecedent predictors on
risky decision making remains an empirical question.
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