In operations management, supplier selection decisions could be characterized by a high degree of uncertainty. A structural model with cross-country survey data from 461 respondents in the United States and China reveals that; 1)Organizational, situational, and personal antecedents could significantly influence the use of procedural rationality, 2)Procedural rationality could be effective in ...reducing uncertainty in supplier selection decisions. 3)The reduction in decision uncertainty could improves supplier decision performance. When integrating operations management literature with behavioral decision-making research, the research contributes to the behavioral operations management literature by; 1)Developing a relatively comprehensive model of antecedents to procedural rationality and empirically analyzing which could organizational, situational, and personal characteristics drive the use of procedural rationality, 2)Showing the effectiveness of procedural rationality which could reduce uncertainty and indirectly could improve overall supplier decision performance. 3)Examining the idiosyncrasies in these relationships by using samples from the U.S. and China. There are cross-cultural differences for situational and personal antecedents. Product dynamism could increases the use of procedural rationality in the U.S. but not in China, while product familiarity and work experience could positively related to procedural rationality in China but not in the U.S. This could lead to the important for providing a more complete understanding of the drivers of decision techniques, such as procedural rationality that could take a central role in behavioral operations management. While procedural rationality could be effective in reducing decision-makers’ uncertainty in both the U.S. and China, this result could be stronger in China. Thus, an information-processing perspective on uncertainty and emphasize the relevance of information search as a strategy for uncertainty reduction. The importance of perceived residual uncertainty as an antecedent to supplier decision performance differs in the U.S. and China adds to the important literature on antecedents, strategies, and conceptualizations that impact supplier decision performance. Strategies and factors that could reduce uncertainty in decision-making should be investigated simultaneously with procedural rationality to evaluate their relative efficacy in reducing uncertainty.
Posted on: Thu, 03 Oct 2013 07:31:13 +0000