Organizational information systems, upper echelons and risky behavior

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As the “chief problem solvers” of organizations, executives face decisions that can put their organizations at risk, particularly in financial contexts. High-risk decisions, such as large acquisitions or investments in volatile activities, involve significant financial stakes. To aid in these decisions, organizations implement information systems that shape the data executives utilize and focus their attention. These systems can encompass various domains, including finance, marketing, human resources, and external benchmarks. Disaggregated information systems offer comprehensive support and analytical capabilities for diverse executive decisions. However, it remains unclear how this information influences executives' perceptions in risk-laden situations, which are crucial for decision-making. Misunderstanding this relationship may lead to an overemphasis on organizational information systems, potentially obscuring vital information and hindering effective decision-making. Additionally, executives’ personality traits, cognitive models, and core values play significant roles in individual decision-making. This study explores how disaggregated information contributes to developing cognitive models that reflect organizational structures and examines the interplay between organizational information systems, risk perception, and risk propensity. It also investigates how executives’ core values, particularly political conservatism, m