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What types of advice do decision-makers prefer?

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  • Dalal, Reeshad S.
  • Bonaccio, Silvia
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    Abstract

    In the decision-making literature, "advice" has typically been defined very restrictively, as a recommendation concerning which alternative the decision-maker should choose. The present paper examines decision-makers' reactions to this and three additional types of advice (a recommendation concerning which alternative not to choose, information about alternatives, and a recommendation concerning how to make the decision), along with another common form of interpersonal assistance (Social Support), from the perspective of maximizing decision accuracy and maintaining decision autonomy. The role of situational and individual differences is also examined. Results from two multilevel policy-capturing studies indicate that, although they consider recommendations regarding which alternative to choose to be important in some contexts, decision-makers often prefer to receive a type of advice that is greatly understudied by researchers--namely, the provision of information about alternatives. The implications of these findings for the study of advice-taking are discussed, as are future research directions.

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    File URL: http://www.sciencedirect.com/science/article/B6WP2-4Y6B1RD-1/2/17415b3752c6701d2fa99ca6911ab4f5
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    Bibliographic Info

    Article provided by Elsevier in its journal Organizational Behavior and Human Decision Processes.

    Volume (Year): 112 (2010)
    Issue (Month): 1 (May)
    Pages: 11-23

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    Handle: RePEc:eee:jobhdp:v:112:y:2010:i:1:p:11-23

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    Web page: http://www.elsevier.com/locate/obhdp

    Related research

    Keywords: Advice Recommendation Information Decision Support Social Support Policy-capturing Advisor Assistance Decision-making Individual differences;

    References

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    1. Heller, Daniel & Levin, Irwin P. & Goransson, Martin, 2002. "Selection of strategies for narrowing choice options: Antecedents and consequences," Organizational Behavior and Human Decision Processes, Elsevier, vol. 89(2), pages 1194-1213, November.
    2. Yaniv, Ilan, 2004. "Receiving other people's advice: Influence and benefit," Organizational Behavior and Human Decision Processes, Elsevier, vol. 93(1), pages 1-13, January.
    3. Heath, Chip & Gonzalez, Rich, 1995. "Interaction with Others Increases Decision Confidence but Not Decision Quality: Evidence against Information Collection Views of Interactive Decision Making," Organizational Behavior and Human Decision Processes, Elsevier, vol. 61(3), pages 305-326, March.
    4. Harvey, Nigel & Fischer, Ilan, 1997. "Taking Advice: Accepting Help, Improving Judgment, and Sharing Responsibility," Organizational Behavior and Human Decision Processes, Elsevier, vol. 70(2), pages 117-133, May.
    5. Sniezek, Janet A. & Van Swol, Lyn M., 2001. "Trust, Confidence, and Expertise in a Judge-Advisor System," Organizational Behavior and Human Decision Processes, Elsevier, vol. 84(2), pages 288-307, March.
    6. Phillips, Jean M., 1999. "Antecedents of Leader Utilization of Staff Input in Decision-Making Teams," Organizational Behavior and Human Decision Processes, Elsevier, vol. 77(3), pages 215-242, March.
    7. Bonaccio, Silvia & Dalal, Reeshad S., 2006. "Advice taking and decision-making: An integrative literature review, and implications for the organizational sciences," Organizational Behavior and Human Decision Processes, Elsevier, vol. 101(2), pages 127-151, November.
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