Date of Conferral
The environmental uncertainty of federal politics and acquisition outsourcing in competitive markets requires an adaptive decision-analysis structure. Practitioners oriented toward exclusively static methods face severe challenges in understanding qualitative aspects of organizational governance. The purpose of this grounded theory study was to examine and understand behavioral relationship attributes within intuitive, choice, judgment, or preference decision-making processes. The problem addressed in this study was the detrimental effects of organizational citizenship behavior (OCB), compulsory citizenship behavior (CCB), and social exchange theory (SET) on the acquisition management relationship The OCB, CCB, SET dictates that sound business development, relationship acumen, emotional intelligence and perceptiveness transcend pure numerical quantification. Exhibition of relationship-based attributes influence and drive long-term contractual relationships and the sustainability of business organizations.
The data collected included historical data and survey responses. Approximately 34,000 acquisition professionals comprised the population-sampling frame. The study sample consisted of 378 survey responses that yielded 294 qualifying respondents with 94 disqualifications that produced a 78% response rate. The Carnegie-Mellon behavioral survey guidelines underpinned questionnaire construction and affirmation of themes. Strauss and Corbin grounded theory and theme generation addressed behavioral decision making under the additive model that inform the development of an organizational social operations and business framework that accounts for intuitive judgment. The study may contribute to positive social change by orienting managers toward behavioral decision making, ensuring responsiveness to the public and federal governance