Managerial Decision Making and Lead Times: The Impact of Cognitive Illusions

Détails

ID Serval
serval:BIB_5085E530E2D5
Type
Partie de livre
Sous-type
Chapitre: chapitre ou section
Collection
Publications
Titre
Managerial Decision Making and Lead Times: The Impact of Cognitive Illusions
Titre du livre
Rapid Modelling for Increasing Competitiveness
Auteur(s)
de Treville S., Hoffrage U., Petty J. S.
Editeur
London, UK: Springer
ISBN
978-1-84882-747-9
978-1-84882-748-6
Statut éditorial
Publié
Date de publication
2009
Editeur scientifique
Reiner G.
Numéro de chapitre
1
Pages
3-14
Langue
anglais
Résumé
In this paper, we consider the impact of cognitive illusions on decision making in the operations management field, in areas ranging from product and process development to project management. Psychologists have studied the effects of overconfidence, the planning fallacy, illusions of control, anchoring, confirmation bias, hindsight bias, and associative memory illusions on individual judgment, thinking, and memory in many experiments, but little research has focused on operations management implications of these biases and illusions. Drawing on these psychological findings we discuss several of these cognitive illusions and their impact on operations managers, plant workers, technicians and engineers alike in a variety of operational settings. As in other contexts, these cognitive illusions are quite robust in operations management, but fortunately the impact of selected illusions can be substantially reduced through debiasing techniques. The examples discussed in this paper highlight the need for more operations-management-based research on the impact of cognitive illusions on decision making.
Mots-clé
Task
Web of science
Création de la notice
23/06/2010 11:50
Dernière modification de la notice
06/11/2018 7:14
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