Effects of Conflicting Analyses on Managerial Decision Making: A Laboratory Experiment

Author

Charles R. Schwenk, University of Illinois at Urbana-Champaign
Howard THOMAS, Singapore Management UniversityFollow

Publication Type

Journal Article

Publication Date

10-1983

Abstract

Researchers in a variety of disciplines have recommended the use of multiple conflicting data analyses to improve managerial decision making through the challenging of assumptions. This study deals with the effects of single data analyses and conflicting analyses on managers' solutions to a case analysis task. Results showed that managers who received conflicting analyses produced solutions with higher expected profits than those who received single analyses. Implications for the use of analytic decision aids are noted.

Keywords

Decision Support Systems, Decision Processes, Human Information Processing, Strategy and Policy

Discipline

Business | Strategic Management Policy

Research Areas

Strategy and Organisation

Publication

Decision Sciences

Volume

14

Issue

4

First Page

467

Last Page

482

ISSN

0011-7315

Identifier

10.1111/j.1540-5915.1983.tb00200.x

Publisher

Wiley

Citation

Schwenk, Charles R. and THOMAS, Howard. Effects of Conflicting Analyses on Managerial Decision Making: A Laboratory Experiment. (1983). Decision Sciences. 14, (4), 467-482.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/3862

Additional URL

https://doi.org/10.1111/j.1540-5915.1983.tb00200.x