| Sumario: | A model of decision making as done by the National Labor Relations Board was developed that distinguishes between decision making in more important, complex cases and less important, simpler cases. Using a representative sample of NLRB decisions over 1957-86, it was found that in deciding the 112 disputes that were particularly important or complex, board members were influenced by their personal preferences and those of the presidents who appointed them, a finding consistent with the results of previous studies. In the 415 simpler cases, however, board members were influenced in their decisions by little more than the recommendations of regional offices and administrative law judges. Another finding that substantially modifies the conclusions of previous studies is that board members appear to have been highly influenced by their accountability to the public when deciding more important, complex cases.
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