2008
DOI: 10.1016/j.obhdp.2008.01.003
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Anchoring effects on performance judgments

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Cited by 65 publications
(53 citation statements)
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“…When the anchor value was 65 %, participants gave higher estimates than when the anchor value was 10 %. Similar anchoring effects have been found in a wide variety of situations, including ratings of university professors (Thorsteinson, Breier, Atwell, Hamilton, & Privette, 2008), salary negotiations (Thorsteinson, 2011), and medical judgments (Brewer, Chapman, Schwartz, & Bergus, 2007).…”
supporting
confidence: 67%
“…When the anchor value was 65 %, participants gave higher estimates than when the anchor value was 10 %. Similar anchoring effects have been found in a wide variety of situations, including ratings of university professors (Thorsteinson, Breier, Atwell, Hamilton, & Privette, 2008), salary negotiations (Thorsteinson, 2011), and medical judgments (Brewer, Chapman, Schwartz, & Bergus, 2007).…”
supporting
confidence: 67%
“…It makes sense that students take peer performance information into consideration in making self-judgments of performance, although a heavy reliance on it is troubling. But there is evidence that irrelevant anchors also significantly affect people's judgments even when they are not asked to explicitly compare the anchor to the target value (e.g., Thorsteinson et al 2008;Wilson et al 1996). These effects are described as basic anchoring effects (see Englich 2008 for a discussion of standard versus basic anchoring effects).…”
Section: Limitations and Future Researchmentioning
confidence: 99%
“…These effects are described as basic anchoring effects (see Englich 2008 for a discussion of standard versus basic anchoring effects). For example, Thorsteinson et al (2008; Study 2) studied the effects of irrelevant anchors on student evaluation of instructor. The irrelevant anchor was an example evaluation form with ratings for five performance dimensions and overall performance.…”
Section: Limitations and Future Researchmentioning
confidence: 99%
“…Previous research has established that prior decisions/ judgments can exert considerable influence on subsequent ones (e.g., Sumer & Knight, 1996;Thorsteinson, Breier, Atwell, Hamilton, & Privette, 2008). The influence of previous decisions is of particular interest to organizational researchers given that repeated, but ideally independent, judgments are routine and accompanied by considerably high stakes.…”
Section: Effects Of Previous Decisionsmentioning
confidence: 99%