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Last edited anonymously
August 18, 2008 | History

Charles R. Schwenk

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  • Cover of: Marijuana and the workplace: interpreting research on complex social issues

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  • Cover of: Identity, learning, and decision making in changing organizations

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  • Cover of: Information, cognitive biases, and commitment to a course of action

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  • Cover of: Cognitive simplification processes in strategic decision-making: insights from behavioral decison theory and cognitive psychology

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  • Cover of: Some effects of planning aids and presentation media on strategic decision-making

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  • Cover of: Effects of the expert, devil's advocate, and dialectical inquiry methods on prediction performance

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  • Cover of: Escalating commitment: effects of conflicting expert advice

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  • Cover of: Policy dialogue and problem formation in strategic planning

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  • Cover of: Dialectical inquiry: decision-makers' perceptions of its effectiveness

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  • Cover of: Effects of conflicting analyses on managerial decision-making: a laboratory experiment

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  • Cover of: The Devil's Advocate in the classroom: empirically grounded advice on improving student analysis of business policy cases

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  • Cover of: The limitations of participant recollection in the modeling of organizational decision-processes

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  • Cover of: Cognitive bias in strategic decision-making: some conjectures

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  • Cover of: The manipulation of cognitive biases and heuristics in the creation of commitment

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  • Cover of: The use of devil's advocates in strategic decision-making

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  • Cover of: The essence of strategic decision making
    First published in 1988 1 edition in 1 language — 1 previewable

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History

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August 18, 2008 Edited by an anonymous user fix author name
April 1, 2008 Created by an anonymous user initial import