Decision Making in Human Resources standard practices and Change Management Innovation initiatives: the common destiny of being affected by biases

Purpose – This work aims to shed light on the cognitive biases that may have an influence on the strategic decision-making process, with a particular focus on those impacting both human resources (HR) standard activities within organizations and new innovative change management initiatives critical for them to survive. Design/methodology/approach – This is a conceptual paper based on a literature review on cognitive biases and managerial decision-making. The conceptual approach is employed to outline how subjective cognitive barriers can undermine managerial decisions and, in particular, the objectivity of HR practices and change management initiatives. Findings – The discussion emphasizes that cognitive biases are ever-present elements in the decision-making process of professionals, and they influence several areas ofmanagement includingHRand changemanagement. Research limitations/implications – Limitations of the study concern the method adopted, as it is conceptual. The implications of the paper are relevant for supervisors and employees working in the HR and innovation/R&D departments in order to create awareness within the organizational contexts and limit the negative influence of these cognitive barriers during their daily activities. Originality/value – The research contributes to the knowledge on HR management and decision-making process by combining literature findings with practical examples and tips suggesting how to avoid biases in the decision-making process regarding HR and change management.