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EFFECTS OF CONFLICTING ANALYSES ON MANAGERIAL DECISION MAKING: A LABORATORY EXPERIMENT
Author(s) -
Schwenk Charles R.,
Thomas Howard
Publication year - 1983
Publication title -
decision sciences
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.238
H-Index - 108
eISSN - 1540-5915
pISSN - 0011-7315
DOI - 10.1111/j.1540-5915.1983.tb00200.x
Subject(s) - variety (cybernetics) , task (project management) , decision aids , management science , computer science , operations research , knowledge management , economics , management , mathematics , artificial intelligence , medicine , alternative medicine , pathology
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.