Hard Decisions, Bad Decisions: On Decision Quality and Decision Aiding

Yates, JoAnne; Veinott, Elizabeth S.; Patalano, Andrea L.

doi:10.1017/cbo9780511609978.003

Cited by 82 publications

(62 citation statements)

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“…According to Koriat et al (1980), overconfidence occurs because people rely primar-r r ily on information that is consistent with the answer they have chosen and tend to neglect contradictory information. Of the various debiasing techniques that have been explored in an effort to reduce the overconfidence bias Yates, Veinott, & Patalano, 2003), one of the most successful techniques has been to ask people to change the way they make their judgments by generating counterfactual evidence for the answer they have just given (Hirt, Kardes, & Markman, 2004;Hirt & Markman, 1995;Hoch, 1985;Koehler, 1991;Koriat et al, 1980;Maki, 1998). Koriat et al (1980) found improvements in the ac-…”

mentioning

confidence: 99%

Framing effects on metacognitive monitoring and control

Finn

2008

Memory & Cognition

131

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mentioning

confidence: 99%

Framing effects on metacognitive monitoring and control

Finn

2008

Memory & Cognition

131

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“…However, the authors underlined that some findings are related to better decision results (Holsapple & Wu, 2008). Also, many researchers have mentioned KM's contribution to decision results (Yates et al, 2003;Raisinghani & Meade, 2005;Carlsson & Kalling, 2006;Poston & Speier, 2008;Alenljung & Persson, 2008;Holsapple, 2008) …”

Section: Knowledge Management and Organizational Performancementioning

confidence: 99%

“…Knowledge must be created and used to improve the decision results in the daily tasks of individuals in order to achieve the expected KM benefits, based on decision results, or decision performance (DP). Decision performance is measured through quantitative and qualitative (subjective) indicators that contribute to OP (Yates et al, 2003;Carlsson & Kalling, 2006;Poston & Speier, 2008).…”

Section: Multidimensional and Integrative Km Framework Proposalmentioning

confidence: 99%

Making Links between Knowledge Management and Organizational Performance

Mosconi

Roy

2013

IBR

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Over the last 15 years, knowledge management (KM) has generated huge interest from the actors involved in research and practice. The promise of increased organizational performance has contributed to the development of various aspects of KM. Limited successes in implementing strategic KM solutions and some frustrating experiences around practices have also been widely observed. In this article, we propose a multidimensional KM approach to support decision performance as a foundation for overall organizational performance. This approach is conceptualized considering technological tools adapted to the context, process and activities related to decision situations, organizational structure and culture that empower decision makers and recognize the value of knowledge. Our approach requires an alignment between KM initiatives and business process objectives based on the KM dimensions in order to improve of decision performance.

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“…Throughout this discussion, an effort is made to address the objectives of each method of support and its effectiveness. Somewhat surprisingly, less information is available on the effectiveness of these approaches than might be expected given their prevalence (see also Yates et al, 2003), so the latter topic is not addressed in a lot of detail.…”

Section: Decision Supportmentioning

confidence: 99%