The career decision-making competence: A new construct for the career realm

Andrea Ceschi, Arianna Costantini, Susan D. Phillips, Riccardo Sartori


Purpose. This paper aims to link findings from laboratory-based decision-making research and decision-making competence (DMC) aspects that may be central for career-related decision-making processes. Past research has identified individual differences in rational responses in decision situations, which the authors refer to as DMC. Although there is a robust literature on departures from rational responses focused on heuristics and biases (H&B) in decision-making, such evidence is largely confined to group-level differences observed in psychology laboratories and has not been extended to the realm of career development and workforce behavior.
Design/methodology/approach. By first introducing the concept of DMC and contextualizing it within organizations and the work environment, the paper outlines a review on recent development concerning debiasing interventions in organizations and provides insights on how these may be effective with regard to organizational performance and individual career development.
Findings. The contribution presents a perspective to improve knowledge about career decision-making competence (C-DMC) by presenting an approach linking decision-making research to interventions aiming at managing H&B and systematic misperceptions in career processes.
Originality/value. This contribution is one of the few linking decision-making research to the applied context of organizations and of career competences. Moreover, while some research has treated decision-making skills as traits, this contribution provides support to consider them developable as competencies.



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