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Endnotes CHAPTER 4 • Foundations of Decision Making 139
1. J. Zucker, “Proof in the Eating,” Effects of Rational Factors and Betsch and A. Blockner, “Intuition January–February 2002, 58–64; B.
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tive Brain,” Wall Street Journal, Responsibility,” Managerial and Effort,” Psychological Inquiry, work Expert System Management
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“Multicriteria Network Equilib- hind the Use of Formal Analysis Workplace,” North American Jour- Balakrishnan, N. Popplewell, and
rium Modeling with Variable in Organizations,” Administra- nal of Psychology 12, no. 3 (2010): M. Thomlinson, “Intelligent Ro-
Weights for Decision-Making tive Science Quarterly, December 501–16; E. Dane and M. G. Pratt, botic Assembly,” Computers &
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“Business Analysis Training Journal of Behavioral Econom- Making: Friend or Foe in the Fast- D. Kahneman, D. Lovallo, and O.
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prise-Wide Perspective,” Leader McK. Agnew and J. L. Brown, Management Executive, February Big Decision,” Harvard Busi-
to Leader, Fall 2010, 63–65; D. “Bounded Rationality: Fallible 2005, 19–30; E. Sadler-Smith and ness Review, June 2011, 50–60; P.
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Basic Problem Solving,” Quality, Space,” Behavioral Science, July Understanding and Applying ‘Gut Choose Less,” Money, June 2010,
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yer, “Problem-Solving Success 14. From the Past to the Present box emy of Management Executive, ble with Teams,” Fortune, Septem-
Tips,” Business and Economic Re- based on M. Ibrahim, “Theory November 2004, 76–91; and L. A. ber 5, 1994, 86–92; A. S. Wellner,
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the Electre Type of Methods with agement Thought, Fourth Edition agement Executive, October 1999, 2006, 44; “Hurry Up and Decide,”
a Revised Simons’ Procedure,” (New York: John Wiley & Sons, 91–99. BusinessWeek, May 14, 2001, 16;
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“Breakthrough Thinking,” IIE 15. See, for example, G. McNamara, 20. E. Sadler-Smith and E. Shefy, 29; J. Crick, and “On the Road to
Solution, October 2001, 22–25; H. Moon, and P. Bromiley, “Bank- “Developing Intuitive Awareness Invention,” Fast Company, Febru-
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“A Method for Generation of Al- and Unintended Consequences emy of Management Learning & 26. A. Deutschman, “Inside the Mind
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Systems,” Journal of Management Attenuate Escalation of Commit- 21. M. G. Seo and L. Feldman Barrett, gust 2004, 50–58.
Information Systems (Fall 2001): ment,” Academy of Management “Being Emotional During Deci- 27. See, for instance, S. Schulz-Hardt,
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N. Foote, and J. Galbraith, “The fects of Individual Differences and of Management Journal (August Decision Making in Hidden Profile
Problem of Solutions: Balancing Anonymity on Commitment to 2007): 923–40. Situations: Dissent as a Facilitator
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ness Horizons, March–April 2002, chology (August 1999): 496–515; Job box based on M. Xu, V. Ong, Personality and Social Psychol-
3–12. C. F. Camerer and R. A. Weber, Y. Duan, and B. Mathews, “Intelli- ogy (December 2006), 1080–83;
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from S. P. Robbins, Decide & Commitment to a Failing Course pact of Enterprise Resource Plan- standing of Cognitive Consensus
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vard Business Review, January to a Course of Action,” Academy Chia, C. L. Tan, and S. Y. Sung, mological Assumptions of Group
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Perspective: Decisions in Organi- Walks but Never Runs,” New York Transactions on Knowledge and 30. R. A. Meyers, D. E. Brashers, and
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Joyce (eds.), Perspectives on Gut,” Women’s Health, June 2009, in Detecting Fraud Patterns: Neu- tive Patterns and Predicting Argu-
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science, 1981), 232–33. soning: A Dual-Process Perspec- and R. Pavur, “Using Modular 3–30.
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“A Preliminary Exploration of the tober–December 2010, 313–26; T. cisions,” Management Decision, “Groupthink in the Boardroom,”