Decision-making for others: Ambiguity attitudes

IF 2.5 3区经济学 Q2 ECONOMICS

Managerial and Decision Economics Pub Date : 2024-07-11 DOI:10.1002/mde.4321

Antonio Carlos Mercer, Angela Cristiane Santos Póvoa, Wesley Pech

引用次数: 0

Abstract

We investigated decision-making for others in ambiguous settings. In an online survey, subjects were asked to make decisions for themselves, and for other people. In Experiment 1, ambiguity was conveyed in numerical ranges. In Experiment 2, we used verbal probabilities expressions to convey uncertainty. Decisions encompass three degrees of ambiguity (low, moderate, and high). Consistent with previous literature findings, our results showed no significant differences between self-other decision-making on ambiguity. We build on the existing literature on ambiguity attitudes, emphasizing the use of verbal probability expressions to measure ambiguity, and provide novel evidence into decision-making for others.

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为他人做决定：模糊态度

我们研究了在模棱两可的环境中为他人做决定的情况。在一项在线调查中，受试者被要求为自己和他人做出决策。在实验 1 中，模糊性是通过数字范围来表达的。在实验 2 中，我们使用口头概率表达来传递不确定性。决策包含三种程度的模糊性（低、中、高）。与之前的文献研究结果一致，我们的结果表明，自我与他人的决策在模糊性上没有显著差异。我们以现有的关于模糊态度的文献为基础，强调使用口头概率表达来测量模糊性，并为他人决策提供了新的证据。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Managerial and Decision Economics Multiple-

CiteScore

1.40

自引率

18.20%

发文量

242

期刊介绍： Managerial and Decision Economics will publish articles applying economic reasoning to managerial decision-making and management strategy.Management strategy concerns practical decisions that managers face about how to compete, how to succeed, and how to organize to achieve their goals. Economic thinking and analysis provides a critical foundation for strategic decision-making across a variety of dimensions. For example, economic insights may help in determining which activities to outsource and which to perfom internally. They can help unravel questions regarding what drives performance differences among firms and what allows these differences to persist. They can contribute to an appreciation of how industries, organizations, and capabilities evolve.