Managerial Decision-Making in Non-Market Environments: A Survey Experiment

Please use this identifier to cite or link to this item: http://dspace.mediu.edu.my:8181/xmlui/handle/1721.1/701

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DC Field	Value	Language
dc.creator	De Figueiredo, John M.	-
dc.creator	De Figueiredo, Rui J. P. Jr.	-
dc.date	2002-06-07T18:42:58Z	-
dc.date	2002-06-07T18:42:58Z	-
dc.date	2002-06-07T18:43:08Z	-
dc.date.accessioned	2013-05-31T14:12:36Z	-
dc.date.available	2013-05-31T14:12:36Z	-
dc.date.issued	2013-05-31	-
dc.identifier	http://hdl.handle.net/1721.1/701	-
dc.identifier.uri	http://koha.mediu.edu.my:8181/jspui/handle/1721	-
dc.description	In this paper we consider a number of experiments to determine whether aspiring managers can solve non-market strategy problems. Conducting a survey of nearly 300 MBA students, we show that with simple, single-stage problems, managers are very competent in reaching the optimal choice given their non-market environment. As problems become more complex, however, they have much greater difficulty in arriving at the optimal result. In this regard, analysts must use some caution when evaluating empirical results and applying theoretical results.	-
dc.format	341496 bytes	-
dc.format	application/pdf	-
dc.language	en_US	-
dc.relation	MIT Sloan School of Management Working Paper;4246-02	-
dc.subject	Decision-Making	-
dc.subject	Managers	-
dc.subject	Survey Experiment	-
dc.title	Managerial Decision-Making in Non-Market Environments: A Survey Experiment	-
Appears in Collections:	MIT Items

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