Motivational system modulates brain responses during exploratory decision-making.

Managers face risk in explorative decision-making and those who are better at such decisions can achieve future viability. To understand what makes a manager effective at explorative decision-making requires an analysis of the manager's motivational characteristics. The behavioral activation/inhibition system (BAS/BIS), fitting the motivational orientation of "approach" or "avoidance," can affect individual decision-making. However, very little is known about the neural correlates of BAS/BIS orientation and their interrelationship with the mental activity during explorative decision-making. We conducted an fMRI study on 111 potential managers to investigate how the brain responses of explorative decision-making interact with BAS/BIS. Participants were separated into high- and low-performance groups based on the median exploration-score. The low-performance group showed significantly higher BAS than that of the high-performance group, and its BAS had significant negative association with neural networks related to reward-seeking during explorative decision-making. Moreover, the BIS of the low-performance group was negatively correlated with the activation of cerebral regions responding to risk-choice during explorative decision-making. Our finding showed that BAS/BIS was associated with the brain activation during explorative decision-making only in the low-performance group. This study contributed to the understanding of the micro-foundations of strategically relevant decision-making and has an implication for management development.

Empowerment in the service industry: an empirical study in Taiwan.

Employee empowerment is an essential managerial means that can be used to obtain competitive advantages from human resources in the new millennium. A comprehensive understanding of the essence of empowerment is crucial to facilitate its effective implementation. In this article, the author proposes a 4-dimensional empowerment model in an organizational setting and a matrix that incorporates the 4 dimensions and the 7S (R. H. Waterman, T. J. Peters, & J. R. Phillips, 1980) organizational factors. In addition, this study represents an empirical examination of the effects of personal and company characteristics on empowerment. The implications of the research results are discussed.