Affect, risk, and decision criticality: Replication and extension in a business setting

Abstract Results from a field study with 113 members of an international engineering company indicate that a decision maker's response to an organizational dilemma with uncertain outcomes is a function of task-related affect, perceived risk, and perceived decision criticality. While results were not wholly consistent with lab findings reported by Isen and Patrick (1983) and Isen and Geva (1987) , these field data indicate that business people adjust their decision making preferences in much the same manner as student subjects used in prior affect investigations. Further, the current study extends our understanding of affect and decision making in four ways: (1) using trained business people as subjects, (2) performing a task germane to the organization, (3) examining negative affect as an influential mood state, and (4) incorporating perceived decision criticality as a salient factor in the decision process. Findings are discussed relative to current research on affect and the role it plays in decision making.