The Decision Making Tendency Inventory: A New Measure to Assess Maximizing, Satisficing, and Minimizing

Silvana Miceli, Raffaella Misuraca, Amelia Gangemi, Palmira Faraci

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16 Citazioni (Scopus)

Abstract

We introduce the Decision Making Tendency Inventory (DMTI), a new scale for measuring the decision-making tendencies to maximize, to satisfice, and to minimize. The scale has promising psychometric properties. Our findings show that the revealed tendencies are independent from each other and from the specific decision-making domain (generic, professional/academic, consumer). Each factor is differently related to a set of indices of well-being and functioning, suggesting intriguing considerations regarding the driving forces of the tendencies to maximize, to satisfice, and to minimize. The DMTI extends previous research on maximizing and might contribute to explain the inconsistent results in the literature. Directions for future research are suggested.
Lingua originaleEnglish
pagine (da-a)111-116
Numero di pagine6
RivistaPersonality and Individual Differences
Volume85
Stato di pubblicazionePublished - 2015

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Decision Making
Equipment and Supplies
Psychometrics
Research

All Science Journal Classification (ASJC) codes

  • Psychology(all)

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AU - Faraci, Palmira

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AB - We introduce the Decision Making Tendency Inventory (DMTI), a new scale for measuring the decision-making tendencies to maximize, to satisfice, and to minimize. The scale has promising psychometric properties. Our findings show that the revealed tendencies are independent from each other and from the specific decision-making domain (generic, professional/academic, consumer). Each factor is differently related to a set of indices of well-being and functioning, suggesting intriguing considerations regarding the driving forces of the tendencies to maximize, to satisfice, and to minimize. The DMTI extends previous research on maximizing and might contribute to explain the inconsistent results in the literature. Directions for future research are suggested.

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