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Ability, Openness, and Managerial Decision Making

Author

Listed:
  • Wen, Lei
  • Zhou, Haiwen

Abstract

Impact of the ability and the degree of openness of a manager on decision making is studied. Whether a more able manager increases or decreases the effort of a subordinate depends on the relative quality of information. Greater openness is a two-edged sword: it increases the likelihood that more information will be employed, but it reduces the manager’s incentive to expend effort on obtaining better information. A more open manager is more desirable when the position is relatively more important or the prior information is not very accurate.

Suggested Citation

  • Wen, Lei & Zhou, Haiwen, 2018. "Ability, Openness, and Managerial Decision Making," MPRA Paper 86205, University Library of Munich, Germany.
  • Handle: RePEc:pra:mprapa:86205
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    File URL: https://mpra.ub.uni-muenchen.de/86205/1/MPRA_paper_86205.pdf
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    References listed on IDEAS

    as
    1. Julio J. Rotemberg & Garth Saloner, 1993. "Leadership Style and Incentives," Management Science, INFORMS, vol. 39(11), pages 1299-1318, November.
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    4. Julio Rotemberg & Garth Saloner, 2000. "Visionaries, Managers, and Strategic Direction," RAND Journal of Economics, The RAND Corporation, vol. 31(4), pages 693-716, Winter.
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    Cited by:

    1. Haiwen Zhou, 2023. "Unification and Division: A Theory of Institutional Choices in Imperial China," Annals of Economics and Finance, Society for AEF, vol. 24(1), pages 13-37, May.

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    More about this item

    Keywords

    Managerial decision making; Bayesian decision making; ability; openness;
    All these keywords.

    JEL classification:

    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General

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