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

• Main Authors: Schwenk, Charles R., THOMAS, Howard
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 1983
• Subjects: Decision Support Systems; Decision Processes; Human Information Processing; Strategy and Policy; Business; Strategic Management Policy
• Online Access: https://ink.library.smu.edu.sg/lkcsb_research/3862; https://doi.org/10.1111/j.1540-5915.1983.tb00200.x
• Institution: Singapore Management University

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.