Hostname: page-component-586b7cd67f-2plfb Total loading time: 0 Render date: 2024-11-30T20:31:16.455Z Has data issue: false hasContentIssue false

Can Managers Be Trained to Make Better Decisions?

Published online by Cambridge University Press:  07 January 2015

Kristine M. Kuhn*
Affiliation:
Washington State University
*
E-mail: [email protected], Address: Department of Management, Washington State University, Pullman, WA 99164-4736.

Abstract

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Copyright
Copyright © Society for Industrial and Organizational Psychology 2010 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Bazerman, M. H., & Moore, D. (2008). Judgment in managerial decision making (7th ed). Hoboken, NJ: Wiley. Google Scholar
Cain, D. M., Loewenstein, G., & Moore, D. A. (2005). The dirt on coming clean: Perverse effects of disclosing conflicts of interest. Journal of Legal Studies, 34, 125. Google Scholar
Cohen, D. J. (2007). The very separate worlds of academic and practitioner publications in human resource management: Reasons for the divide and concrete solutions for bridging the gap. Academy of Management Journal, 50, 10131019. Google Scholar
Dalal, R. S., Bonaccio, S., Highhouse, S., Ilgen, D. R., Mohammed, S., & Slaughter, J. E. (2010). What if industrial–organizational psychology decided to take workplace decisions seriously? Industrial and Organizational Psychology: Perspectives on Science and Practice, 3, 386405.Google Scholar
Dennis, A. R., & Reinicke, B. A. (2004). Beta versus VHS and the acceptance of electronic brainstorming technology. MIS Quarterly, 28, 120. Google Scholar
Guler, I. (2007). Throwing good money after bad? Political and institutional influences on sequential decision making in the venture capital industry. Administrative Science Quarterly, 52, 248285. Google Scholar
Litchfield, R. C. (2008). Brainstorming reconsidered: A goal-based view. Academy of Management Review, 33, 649668. Google Scholar
McNamara, G., Moon, H., & Bromiley, P. (2002). Banking on commitment: Intended and unintended consequences of an organization's attempt to attenuate escalation of commitment. Academy of Management Journal, 45, 443452. Google Scholar
Pinsonneault, A., Barki, H., Gallupe, R. B., & Hoppen, N. (1999). Electronic brainstorming: The illusion of productivity. Information Systems Research, 10, 110124. Google Scholar
Schulz-Hardt, S., Thurow-Kroning, B., & Frey, D. (2009). Preference-based escalation: A new interpretation for the responsibility effect in escalating commitment and entrapment. Organizational Behavior and Human Decision Processes, 108, 175186. Google Scholar