Effects of Conflicting Analyses on Managerial Decision Making: A Laboratory Experiment
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.
Decision Support Systems, Decision Processes, Human Information Processing, Strategy and Policy
Business | Strategic Management Policy
Strategy and Organisation
Schwenk, Charles R. and THOMAS, Howard.
Effects of Conflicting Analyses on Managerial Decision Making: A Laboratory Experiment. (1983). Decision Sciences. 14, (4), 467-482. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/3862