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Devil'S Advocacy In Managerial Decision‐Making

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  • Charles R. Schwenk

Abstract

There is some debate about the potential value of using devil's advocates in top‐level organizational decision‐making. In this paper, the contrasting views on this question are summarized briefly and the field and laboratory research on the devil's advocate and related techniques is discussed. This research is then used as the basis for detailed suggestions on the effective use of devil's advocates in improving managerial decisions.

Suggested Citation

  • Charles R. Schwenk, 1984. "Devil'S Advocacy In Managerial Decision‐Making," Journal of Management Studies, Wiley Blackwell, vol. 21(2), pages 153-168, April.
    • Handle: RePEc:bla:jomstd:v:21:y:1984:i:2:p:153-168
    DOI: 10.1111/j.1467-6486.1984.tb00229.x
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    Cited by:

    1. Massari, Giovanni F. & Giannoccaro, Ilaria & Carbone, Giuseppe, 2019. "Are distrust relationships beneficial for group performance? The influence of the scope of distrust on the emergence of collective intelligence," International Journal of Production Economics, Elsevier, vol. 208(C), pages 343-355.

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