Conceptualizing collective decision-making in organizations: A grounded theory approaches

Collective decision-making can increase the probability of reaching the correct decision. In Collective decision-making, information, experience, and knowledge are shared, and managers can use the wisdom of their employees with this method. In addition, in Collective decision-making, learning and ideation take place, and employees express their opinions freely and reach a common decision with the help of each other. 

In this study, the concepts related to Collective decision-making are explained using the research background. Then, by using the grounded theory method, the most important questions related to why and how Collective decision-making are answered. To get the opinions of organizational and academic experts in this field, a semi-structured interview was conducted with 54 people who were selected by purposeful sampling. After collecting the data through interviews, the components are coded in an open, axial, and selective. 

Through coding, 26 concepts were obtained which were later classified into 5 categories: causal conditions, contextual conditions, intervening conditions, central phenomenon, strategies, and consequences. The findings of this study provide a comprehensive model for the central phenomenon of Collective decision-making.

The results show that collection alliance, increased awareness and knowledge, growth, and development of members, increased wisdom and collective intelligence, increased members' commitment, increased quality of decision-making, and increased justice are the most important consequences of Collective decision-making. This study is important because it broadens the perspective of managers, and provides a deeper understanding of the nature of Collective decision-making in the organization.