The Effects of Personality Type on Choices Made in Strategic Decision Situations*
基于荣格人格类型理论，通过407名参与者的行为模拟实验，发现不同人格类型偏好（如感觉-思维、直觉-思维等）会导致特定的决策偏差，如选择性感知、正向偏差等，对评估战略决策有效性和高管人员配置有参考价值。
ABSTRACT Jung's personality‐theory typology is used as a framework for exploring the effects of cognitive style on the type and radicalness of choices made in strategic decision situations. Extending the work of Haley and Stumpf [23], it is proposed that individuals with different personality‐type preferences exhibit cognitive styles that are associated with specific biases in the pattern of choices they make. Through participation in an interactive behavioral simulation, 407 participants confronted over one hundred ill‐structured decision situations and proposed whatever actions they perceived appropriate. The results support the hypothesized relationships that individuals with different personality‐type preferences (i.e., sensing‐thinking, intuition‐thinking, sensing‐feeling, and intuition‐feeling) take patterns of actions that reflect specific biases (i.e., selective perception, positivity, social desirability, and reasoning‐by‐analogy, respectively). The implications of these findings for evaluating the likely effectiveness of strategic decisions and making senior‐level staffing decisions are discussed.