Abstract
This research used a theoretical model that included six decision-making styles to analyse the decision-making styles of executives in Qatar. Quantitative research techniques were used in this study, but these were supplemented with semi-structured interviews conducted with four top executive decision makers to provide an indication of decision-making in Qatari Executives, the covid 19 pandemic obstructed further interviews and detail thematic analysis. However, a five-point Likert scale questionnaire was custom designed that contained six decision-making styles of the theoretical model that were identified from existing theory and empirical research: rational, heuristic, intuitive, dependent, avoidant, and spontaneous decision-making styles. A series of eleven dichotomous questions represented decision-making contexts at different levels and there were four demographic variables. The questionnaire was administered to 350 Qatari executives. Principal components analysis indicated that all the six decision-making styles were important to the Qatari executives with different level of agreement.
The research findings confirm that decision-making is a multifaceted and multi-dimensional phenomenon, where the focus in decision-making varies from context to context: Qatari executives use a combination of decision-making styles in making important decisions. However, the research indicates that individuals, at times rely on shortcuts when making decisions. A mixed environment driven model to decision-making process is proposed. In this model, when problems that are more complex, and dynamic are coupled with a poor environment then more intuitive and heuristic processes are used and less rational. That contrasts with situations involving simple, stable scenarios that are coupled with a supportive environment where more rational and risk avoidant process are used, using less intuition and fewer heuristics.
Age was not significantly correlated with any of the decision-making styles. Avoidant decision-making style had a positive significant correlation with number of years in the current business. Intuitive decision-making style had a positive significant correlation with level of Education and dependent decision-making style has positive significant correlation with both number of years in the current business and level of education. Spontaneous decision-making was not dependent on any of the eleven business contexts.
Concerning different business contexts, immediate payment decisions slightly negatively impacted on all the six decision-making styles but not significantly. Avoidant decision-making style was negatively impacted by the day-to-day activities of the business and negatively impacted by short-term activities but positively impacted by long-term activities. Heuristic decision-making was impacted positively by short-term activities but negatively by the allocation of resources, the use of resources, how many people to deploy on the task, broad organisational issues, top executives, and strategic decisions. Rational decision making was significantly impacted on by the use of resources and how many people are deployed on tasks. Intuitive decision making was significantly impacted negative by short-term activities. Dependent decision-making was impacted negatively by how many people to deploy on tasks and broad organisational issues. Two of the eleven business concerns a) immediate payment decisions and b) managers across the organisation do not significantly impact on any of the decision-making styles.