國立虎尾科技大學 |

Project Portfolio Selection Decisions : = The Relationship Between Decision Style and Portfolio Success.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Project Portfolio Selection Decisions :/
Reminder of title:	The Relationship Between Decision Style and Portfolio Success.
Author:	Greene-Blose, Joanne M.
Description:	1 online resource (233 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 85-11, Section: B.
Contained By:	Dissertations Abstracts International85-11B.
Subject:	Behavioral sciences. -
Online resource:	click for full text (PQDT)
ISBN:	9798382591384

Project Portfolio Selection Decisions : = The Relationship Between Decision Style and Portfolio Success.
Greene-Blose, Joanne M.

Project Portfolio Selection Decisions :The Relationship Between Decision Style and Portfolio Success. - 1 online resource (233 pages)

Source: Dissertations Abstracts International, Volume: 85-11, Section: B.

Thesis (Ph.D.)--Capella University, 2024.

Includes bibliographical references

Deciding on the right mix of portfolio projects is crucial for the organization since poor decisions in its selection affect its value, resulting in a misallocation of resources and missed market opportunities. Despite the criticality of choosing an optimal project mix, portfolio decisions are often made in an equivocal environment where data is limited, resources are constrained, and projects are interdependent. These factors create considerable decision-making challenges and are the impetus behind this study's orientation toward decision styles and the match to its context. Dual-process theory (DPT) references two styles: rational and intuitive. Quantitative and analytical project selection techniques capitalize on a rational decision style. However, the tools are complex, assume the availability of information, and often do not account for project interdependencies. The parallel-competitive variant of DPT asserts that intuition is well-suited for decision-making in such environments. Yet, an intuitive decision style requires experience and can create biased outcomes. Extant literature revealed that combining both styles provides good results since it can counter the adverse effects of each type while exploiting its benefits. These findings led to the following question: To what extent does the decision style of project portfolio decision-makers predict project portfolio success? A non-experimental correlational study (N = 105) that relied upon senior management and C-Suite portfolio decision-makers from US companies was designed to answer the following: 1. To what extent does the rational decision style of project portfolio decision-makers at companies with 500 or more employees predict project portfolio success? 2. To what extent does the intuitive decision style of project portfolio decision-makers at companies with 500 or more employees predict project portfolio success? 3. To what extent do the rational and intuitive decision styles combine to predict project portfolio success for decision-makers at companies with 500 or more employees? The dependent variable of project portfolio success was regressed on three predictors, rational decision style, intuitive decision style, and the product of the rational and intuitive style (i.e., a combined style), using robust, weighted least squares regression. The main model was positive and highly significant (robust F[3, 101] = 74.69, p < .001). Simple slopes analysis revealed that the intuitive style strengthened the rational style, creating a positive interaction effect. The findings have broad implications. First, project portfolio decision-makers utilize intuition, with successful portfolios a predicted outcome. Such beneficial effects align with the parallel-competitive theory that places intuition on par with the analytical mind and holds theoretical significance. Thus, portfolio managers should feel free to apply intuitive judgment in addition to quantitative analytical techniques to portfolio decisions. Doing so can provide the decision-maker with the synergistic benefits of both methods, resulting in superior decisions than would be possible with either style alone.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798382591384Subjects--Topical Terms:

1148596
Behavioral sciences.
Subjects--Index Terms:

Decision stylesIndex Terms--Genre/Form:

554714
Electronic books.

Project Portfolio Selection Decisions : = The Relationship Between Decision Style and Portfolio Success.
LDR:04639ntm a22004097 4500 001 1150503
005 20241028051507.5
006 m o d
007 cr bn ---uuuuu
008 250605s2024 xx obm 000 0 eng d
020 $a 9798382591384
035 $a (MiAaPQ)AAI31296032
035 $a AAI31296032
040 $a MiAaPQ $b eng $c MiAaPQ $d NTU
100 1 $a Greene-Blose, Joanne M. $3 1476991
245 1 0 $a Project Portfolio Selection Decisions : $b The Relationship Between Decision Style and Portfolio Success.
264 0 $c 2024
300 $a 1 online resource (233 pages)
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Source: Dissertations Abstracts International, Volume: 85-11, Section: B.
500 $a Advisor: Brizek, Michael.
502 $a Thesis (Ph.D.)--Capella University, 2024.
504 $a Includes bibliographical references
520 $a Deciding on the right mix of portfolio projects is crucial for the organization since poor decisions in its selection affect its value, resulting in a misallocation of resources and missed market opportunities. Despite the criticality of choosing an optimal project mix, portfolio decisions are often made in an equivocal environment where data is limited, resources are constrained, and projects are interdependent. These factors create considerable decision-making challenges and are the impetus behind this study's orientation toward decision styles and the match to its context. Dual-process theory (DPT) references two styles: rational and intuitive. Quantitative and analytical project selection techniques capitalize on a rational decision style. However, the tools are complex, assume the availability of information, and often do not account for project interdependencies. The parallel-competitive variant of DPT asserts that intuition is well-suited for decision-making in such environments. Yet, an intuitive decision style requires experience and can create biased outcomes. Extant literature revealed that combining both styles provides good results since it can counter the adverse effects of each type while exploiting its benefits. These findings led to the following question: To what extent does the decision style of project portfolio decision-makers predict project portfolio success? A non-experimental correlational study (N = 105) that relied upon senior management and C-Suite portfolio decision-makers from US companies was designed to answer the following: 1. To what extent does the rational decision style of project portfolio decision-makers at companies with 500 or more employees predict project portfolio success? 2. To what extent does the intuitive decision style of project portfolio decision-makers at companies with 500 or more employees predict project portfolio success? 3. To what extent do the rational and intuitive decision styles combine to predict project portfolio success for decision-makers at companies with 500 or more employees? The dependent variable of project portfolio success was regressed on three predictors, rational decision style, intuitive decision style, and the product of the rational and intuitive style (i.e., a combined style), using robust, weighted least squares regression. The main model was positive and highly significant (robust F[3, 101] = 74.69, p < .001). Simple slopes analysis revealed that the intuitive style strengthened the rational style, creating a positive interaction effect. The findings have broad implications. First, project portfolio decision-makers utilize intuition, with successful portfolios a predicted outcome. Such beneficial effects align with the parallel-competitive theory that places intuition on par with the analytical mind and holds theoretical significance. Thus, portfolio managers should feel free to apply intuitive judgment in addition to quantitative analytical techniques to portfolio decisions. Doing so can provide the decision-maker with the synergistic benefits of both methods, resulting in superior decisions than would be possible with either style alone.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2024
538 $a Mode of access: World Wide Web
650 4 $a Behavioral sciences. $3 1148596
653 $a Decision styles
653 $a Default-interventionist theory
653 $a Dual-process theory
653 $a Intuition
653 $a Parallel-competitive theory
653 $a Project portfolio selection
655 7 $a Electronic books. $2 local $3 554714
690 $a 0454
690 $a 0310
690 $a 0602
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a Capella University. $b School of Business, Technology and Health Administration. $3 1372514
773 0 $t Dissertations Abstracts International $g 85-11B.
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=31296032 $z click for full text (PQDT)