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Navigating Organizational Decision-making: A Qualitative Case Study Exploring the Influence of Cognitive Dissonance in Organizational Decision-making

Larsson, Calle LU and Kristiansson, Erik LU (2024) BUSN49 20241
Department of Business Administration
Abstract
The purpose of this study is to explore how cognitive dissonance influences organizational decision-making within highly competitive markets, thus broadening the understanding of organizational decision-making. By adopting an interpretative tradition we employ a qualitative single-case study methodology with an abductive approach in our research. Empirical data was collected through semi-structured in-depth interviews with managers within a company operating in the highly competitive market of the streaming industry. The theoretical background covers literature concerning organizational decision-making and cognitive dissonance. Additionally it involves literature regarding the streaming industry, providing insights into highly competitive... (More)
The purpose of this study is to explore how cognitive dissonance influences organizational decision-making within highly competitive markets, thus broadening the understanding of organizational decision-making. By adopting an interpretative tradition we employ a qualitative single-case study methodology with an abductive approach in our research. Empirical data was collected through semi-structured in-depth interviews with managers within a company operating in the highly competitive market of the streaming industry. The theoretical background covers literature concerning organizational decision-making and cognitive dissonance. Additionally it involves literature regarding the streaming industry, providing insights into highly competitive markets. Our research contributes to a broader understanding of organizational decision-making within high competitive markets by looking at the influence on cognitive dissonances and how to deal with them, thus enhancing the quality of decision-making. The study emphasizes that cognitive dissonance, despite its short term negative consequences, can in longer terms serve as a catalyst fostering creativity and innovation within organizations. (Less)
Please use this url to cite or link to this publication:
author
Larsson, Calle LU and Kristiansson, Erik LU
supervisor
organization
course
BUSN49 20241
year
type
H1 - Master's Degree (One Year)
subject
keywords
Organizational decision-making, Cognitive dissonance, High competitive markets, Streaming industry
language
English
id
9155836
date added to LUP
2024-06-10 14:38:31
date last changed
2024-06-10 14:38:31
@misc{9155836,
  abstract     = {{The purpose of this study is to explore how cognitive dissonance influences organizational decision-making within highly competitive markets, thus broadening the understanding of organizational decision-making. By adopting an interpretative tradition we employ a qualitative single-case study methodology with an abductive approach in our research. Empirical data was collected through semi-structured in-depth interviews with managers within a company operating in the highly competitive market of the streaming industry. The theoretical background covers literature concerning organizational decision-making and cognitive dissonance. Additionally it involves literature regarding the streaming industry, providing insights into highly competitive markets. Our research contributes to a broader understanding of organizational decision-making within high competitive markets by looking at the influence on cognitive dissonances and how to deal with them, thus enhancing the quality of decision-making. The study emphasizes that cognitive dissonance, despite its short term negative consequences, can in longer terms serve as a catalyst fostering creativity and innovation within organizations.}},
  author       = {{Larsson, Calle and Kristiansson, Erik}},
  language     = {{eng}},
  note         = {{Student Paper}},
  title        = {{Navigating Organizational Decision-making: A Qualitative Case Study Exploring the Influence of Cognitive Dissonance in Organizational Decision-making}},
  year         = {{2024}},
}