Exploring moral heuristics in managerial decision-making. The dialectic of duty and consequence

Mark Crowder; Marilena Antoniadou

doi:10.59400/apr.v2i1.510

Mark Crowder Department of Strategy, Entrepreneurship and Sustainability, Manchester Metropolitan University, Manchester M15 6BH, UK
Marilena Antoniadou Department of People & Performance, Manchester Metropolitan University, Manchester M15 6BH, UK

Ariticle ID: 510

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DOI: https://doi.org/10.59400/apr.v2i1.510

Keywords: decision-making; grounded theory; local authority; moral heuristics; public sector

Abstract

This paper explores the use of moral heuristics within a large public sector organisation in the UK. Managers within the case study organisation were interviewed and directly observed over a four-year period, using a grounded theory methodology, to examine the ways in which they made decisions. Whereas the extant literature primarily focuses on hypothetical situations, this paper delves into the application of the heuristic in real-world situations. The results reveal widespread use of moral heuristics within the organisation, accompanied by a clear dichotomy between ‘soft’ and ‘hard’ business units. Moral heuristics find extensive application in the former but encounter opposition in the latter. Consequently, the paper argues that managers in ‘soft’ work environments are more inclined to employ moral heuristics compared to their counterparts in other parts of the workplace. This study contributes to knowledge in three ways: proposing a new conceptualization of the moral heuristic, identifying instances of its use, and illustrating how it operates in real-world situations. The significance of this paper lies in its demonstration of how the heuristic is practically employed to make crucial, potentially life-changing decisions.

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