Managerial Decision-Making in Non-Market Environments: A Survey Experiment

47 Pages Posted: 1 Jun 2002

See all articles by John M. de Figueiredo

John M. de Figueiredo

Duke University School of Law; Duke University - Fuqua School of Business; National Bureau of Economic Research (NBER); Duke Innovation & Entrepreneurship Initiative

Rui J.P. de Figueiredo

University of California, Berkeley - Business & Public Policy Group

Date Written: May 2002

Abstract

In this paper we consider a number of experiments to determine whether aspiring managers can solve non-market strategy problems. Conducting a survey of nearly 300 MBA students, we show that with simple, single-stage problems, managers are very competent in reaching the optimal choice given their non-market environment. As problems become more complex, however, they have much greater difficulty in arriving at the optimal result. In this regard, analysts must use some caution when evaluating empirical results and applying theoretical results.

Suggested Citation

de Figueiredo, John M. and de Figueiredo, Rui José P., Managerial Decision-Making in Non-Market Environments: A Survey Experiment (May 2002). MIT Sloan Working Paper No. 4246-02; Harvard Law and Economics Discussion Paper No. 365. Available at SSRN: https://ssrn.com/abstract=314780 or http://dx.doi.org/10.2139/ssrn.314780

John M. De Figueiredo (Contact Author)

Duke University School of Law ( email )

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Duke University - Fuqua School of Business ( email )

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National Bureau of Economic Research (NBER)

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Duke Innovation & Entrepreneurship Initiative

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Rui José P. De Figueiredo

University of California, Berkeley - Business & Public Policy Group ( email )

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Berkeley, CA 94720
United States
510-642-6452 (Phone)
510-643-1412 (Fax)

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