Relevant bibliographies by topics / Decision-making heuristics

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  2. Dissertations / Theses
  3. Books
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Academic literature on the topic 'Decision-making heuristics'

Author: Grafiati
Published: 24 April 2022
Last updated: 26 January 2023

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Journal articles on the topic "Decision-making heuristics"

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Vis, Barbara. "Heuristics and Political Elites’ Judgment and Decision-Making." Political Studies Review 17, no. 1 (February 1, 2018): 41–52. http://dx.doi.org/10.1177/1478929917750311.

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It is broadly assumed that political elites (e.g. party leaders) regularly rely on heuristics in their judgments or decision-making. In this article, I aim to bring together and discuss the scattered literature on this topic. To address the current conceptual unclarity, I discuss two traditions on heuristics: (1) the heuristics and biases (H&B) tradition pioneered by Kahneman and Tversky and (2) the fast and frugal heuristics (F&F) tradition pioneered by Gigerenzer et al. I propose to concentrate on two well-defined heuristics from the H&B tradition— availability and representativeness—to empirically assess when political elites rely on heuristics and thereby understand better their judgments and decisions. My review of existing studies supports the notion that political elites use the availability heuristic and possibly the representativeness one for making complex decisions under uncertainty. It also reveals that besides this, we still know relatively little about when political elites use which heuristic and with what effect(s). Therefore, I end by proposing an agenda for future research.
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Gál, Peter, Miloš Mrva, and Matej Meško. "Heuristics, biases and traps in managerial decision making." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 61, no. 7 (2013): 2117–22. http://dx.doi.org/10.11118/actaun201361072117.

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The aim of the paper is to demonstrate the impact of heuristics, biases and psychological traps on the decision making. Heuristics are unconscious routines people use to cope with the complexity inherent in most decision situations. They serve as mental shortcuts that help people to simplify and structure the information encountered in the world. These heuristics could be quite useful in some situations, while in others they can lead to severe and systematic errors, based on significant deviations from the fundamental principles of statistics, probability and sound judgment. This paper focuses on illustrating the existence of the anchoring, availability, and representativeness heuristics, originally described by Tversky & Kahneman in the early 1970’s. The anchoring heuristic is a tendency to focus on the initial information, estimate or perception (even random or irrelevant number) as a starting point. People tend to give disproportionate weight to the initial information they receive. The availability heuristic explains why highly imaginable or vivid information have a disproportionate effect on people’s decisions. The representativeness heuristic causes that people rely on highly specific scenarios, ignore base rates, draw conclusions based on small samples and neglect scope. Mentioned phenomena are illustrated and supported by evidence based on the statistical analysis of the results of a questionnaire.
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Lord, Charles G. "Heuristics in Public Decision Making." Contemporary Psychology 45, no. 1 (February 2000): 95–97. http://dx.doi.org/10.1037/002178.

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Hoffmann, Thomas. "Heuristics in Legal Decision-Making." Acta Baltica Historiae et Philosophiae Scientiarum 8, no. 1 (May 12, 2020): 62–71. http://dx.doi.org/10.11590/abhps.2020.1.03.

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Keller, Niklas, Edward T. Cokely, Konstantinos V. Katsikopoulos, and Odette Wegwarth. "Naturalistic Heuristics for Decision Making." Journal of Cognitive Engineering and Decision Making 4, no. 3 (September 2010): 256–74. http://dx.doi.org/10.1518/155534310x12844000801168.

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Moser, Andrea K. "Buying organic – decision-making heuristics and empirical evidence from Germany." Journal of Consumer Marketing 33, no. 7 (November 14, 2016): 552–61. http://dx.doi.org/10.1108/jcm-04-2016-1790.

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Purpose Identifying the drivers that positively influence consumption of organic products is of utmost importance to reach consumers beyond the niche. Therefore, this study aims to propose an innovative framework which conceptualizes motivating beliefs and a simple decision-making heuristic as predictors of buying organic. Design/methodology/approach A structural equation approach is applied. Data were obtained from a nationwide panel (n = 1,760) and included survey data and scanner data for five different food categories. Findings The model is supported by actual purchasing data in all categories. While beliefs explained about 75 per cent of the variance in the decision-making heuristic for organic products, the heuristic in turn predicted up to 20 per cent of the variance in buying behavior. Research limitations/implications Further research should aim to validate the proposed constructs and relationships and refine the factors. Practical implications Consumers have to understand and value the benefits of organic products. Self-interested and environmental beliefs are equally strong motivations which can be seen as an opportunity for marketing. Originality/value The results contribute to understanding the structure and the impact of heuristics and quantify the competing beliefs by which heuristics are driven.
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del Campo, Cristina, Sandra Pauser, Elisabeth Steiner, and Rudolf Vetschera. "Decision making styles and the use of heuristics in decision making." Journal of Business Economics 86, no. 4 (March 22, 2016): 389–412. http://dx.doi.org/10.1007/s11573-016-0811-y.

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Shah, Syed Zulfiqar Ali, Maqsood Ahmad, and Faisal Mahmood. "Heuristic biases in investment decision-making and perceived market efficiency." Qualitative Research in Financial Markets 10, no. 1 (February 5, 2018): 85–110. http://dx.doi.org/10.1108/qrfm-04-2017-0033.

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Purpose This paper aims to clarify the mechanism by which heuristics influences the investment decisions of individual investors, actively trading on the Pakistan Stock Exchange (PSX), and the perceived efficiency of the market. Most studies focus on well-developed financial markets and very little is known about investors’ behaviour in less developed financial markets or emerging markets. The present study contributes to filling this gap in the literature. Design/methodology/approach Investors’ heuristic biases have been measured using a questionnaire, containing numerous items, including indicators of speculators, investment decisions and perceived market efficiency variables. The sample consists of 143 investors trading on the PSX. A convenient, purposively sampling technique was used for data collection. To examine the relationship between heuristic biases, investment decisions and perceived market efficiency, hypotheses were tested by using correlation and regression analysis. Findings The paper provides empirical insights into the relationship of heuristic biases, investment decisions and perceived market efficiency. The results suggest that heuristic biases (overconfidence, representativeness, availability and anchoring) have a markedly negative impact on investment decisions made by individual investors actively trading on the PSX and on perceived market efficiency. Research limitations/implications The primary limitation of the empirical review is the tiny size of the sample. A larger sample would have given more trustworthy results and could have empowered a more extensive scope of investigation. Practical implications The paper encourages investors to avoid relying on heuristics or their feelings when making investments. It provides awareness and understanding of heuristic biases in investment management, which could be very useful for decision makers and professionals in financial institutions, such as portfolio managers and traders in commercial banks, investment banks and mutual funds. This paper helps investors to select better investment tools and avoid repeating expensive errors, which occur due to heuristic biases. They can improve their performance by recognizing their biases and errors of judgment, to which we are all prone, resulting in a more efficient market. So, it is necessary to focus on a specific investment strategy to control “mental mistakes” by investors, due to heuristic biases. Originality/value The current study is the first of its kind, focusing on the link between heuristics, individual investment decisions and perceived market efficiency within the specific context of Pakistan.
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Gilbert-Saad, Antoine, Rod B. McNaughton, and Frank Siedlok. "Inexperienced decision-makers' use of positive heuristics for marketing decisions." Management Decision 59, no. 7 (May 11, 2021): 1706–27. http://dx.doi.org/10.1108/md-09-2019-1330.

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PurposeResearch has reliably demonstrated that decision-makers, especially expert ones, use heuristics to make decisions under uncertainty. However, whether decision-makers with little or no experience also do, and if so, how? is unknown. This research addresses this issue in the marketing context by studying how a group of young and generally inexperienced entrepreneurs decide when asked to set a price and choose a distribution channel in a scenario involving a hypothetical firm.Design/methodology/approachThe authors used think-aloud protocols to elicit data and then used inductive procedures to code the data for analysis.FindingsThe inexperienced entrepreneurs in the sample used three types of heuristics in their decision-making, forming a structured process that narrows in scope. First, metacognitive heuristics, which specify a decision-making approach, were used, followed by heuristics representing the criteria they considered, and finally, heuristics detailing the execution of a selected option. The authors also found that heuristics relating to a market orientation, especially customer-centric criteria, were the most common, but these were balanced with ones representing an internal orientation or growth.Research limitations/implicationsThe generally inexperienced decision-makers the authors’ studied used heuristics in a structured way that helped them to select and balance several potentially conflicting decision-making criteria. As with most research using qualitative research designs, the generalizability of these findings is unclear. Further research on the mechanisms by which relatively inexperienced decision-makers learn the heuristics they use is recommended.Originality/valueThis research's novelty lies in its focus on heuristic use by nonexpert decision-makers under conditions of uncertainty and the findings about their scope and the order they are used. As the authors collected data from think-aloud protocols with relatively young entrepreneurs with limited experience, they also offer a description of the heuristics used by nascent entrepreneurs when making marketing decisions about pricing and channels. The most surprising conclusion is that even without relevant domain-specific knowledge, decision-makers can use heuristics in an ecologically rational way (i.e. structured to match the environment).
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Kang, Mijung, and Min Jae Park. "Employees’ judgment and decision making in the banking industry." International Journal of Bank Marketing 37, no. 1 (February 4, 2019): 382–400. http://dx.doi.org/10.1108/ijbm-04-2018-0111.

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Purpose Heuristics are used in the judgment and decision-making process of bank employees; however, discussions and research on the type or range of judgmental heuristics are very difficult to find throughout the world. In light of this, the purpose of this paper is to empirically analyze what types of heuristics are used in bank employees’ judgment and decision-making processes and the extent to which those types of heuristics prevent rational decision making due to the systematic biases they generate. In particular, this study aims to conduct empirical research based on various scenarios related to the banking industry. Design/methodology/approach To examine the heuristics in decision-making circumstances and the level of subsequent biases, the present study narrowed the scope of research to the three main types of heuristics introduced by Tversky and Kahneman (1974), namely, representativeness heuristics, availability heuristics and anchoring and adjustment heuristics. To analyze the bank employees’ decision making, this study specifically investigated the level of decision-making heuristics and the level of bias by focusing on these three types of heuristics. This study targeted bank employees who either sell financial products or are engaged in customer service work at a real/physical bank. Findings For representativeness heuristics, this study found bank employees’ judgment of probability was influenced by biases, such as insensitivity to prior probability, insensitivity to sample size, misconception of chance and insensitivity to predictability. Regarding availability heuristics, it found that bank employees judge the probability of events based on the ease of recalling an event instead of the actual frequency of the event, and so they fall prey to systematic biases. Finally, regarding anchoring and adjustment heuristics, this study found that employees fall prey to judgment biases as they judge the probability of conjunctive events and disjunctive events based on anchoring and insufficient adjustment. Originality/value Although people who are well-trained in statistics can avoid rudimentary errors, they fall prey to biased judgment at a similar level to those who are not properly trained in statistics when it comes to more complicated and ambiguous issues. It clearly indicates that it is risky to determine that financial experts would be more rational than the general public in making various judgments required in the policy-making process. To conclude, it is imperative to recognize the existence of heuristics-based systematic biases in the judgment and decision-making process and, furthermore, to reinforce the education and training system to improve bank employees’ rational choice and judgment ability.
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Dissertations / Theses on the topic "Decision-making heuristics"

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Pidgeon, N. F. "Strategies and heuristics in individual decision-making." Thesis, University of Bristol, 1985. http://hdl.handle.net/1983/55fca988-59c0-4463-9306-27eb28ded4b0.

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Hagman, William. "Affective Biases and Heuristics in Decision Making : Emotion regulation as a factor for decision making competence." Thesis, Linköpings universitet, Institutionen för datavetenskap, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-96364.

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Stanovich and West (2008) explored if measures of cognitive ability ignored some important aspects of thinking itself, namely that cognitive ability alone is not enough to generally prevent biased thinking. In this thesis a series of decision making (DM) tasks is tested to see if emotion regulation (ER) is a factor for the decision process and therefore should be a measured in decision making competence. A set of DM tasks was compiled involving both affective and cognitive dimensions. 400 participants completed an online web-survey. The results showed that ER ability was significantly associated with performance in various DM tasks that involved both heuristic and biased thinking. These findings suggest that ER can be a factor in decision making competence.
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Govender, Lovendran. "Heuristics in managerial decision making during company turnaround and uncertainty." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59834.

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The ever-changing business landscape is becoming increasingly uncertain and complex. Negative environmental forces, often uncontrollable by companies, are frequently causing firms to pursue a state of turnaround to navigate out the spiral of decline they unfortunately enter. Managerial decision making is understood to be an important lever that firms possess with potential to enable or disable successful organisational turnaround, driving a business imperative for understanding. Heuristics, often referred to as shortcuts or rules of thumb, have enjoyed growing acceptance in academia as a valuable decision technique to combat uncertainty under decision constraints of time and cost. This research explored the use of heuristics by managerial decision makers during company turnaround, the relationship between heuristics and changes in company environment, and motivating factors for heuristics in conditions of company turnaround. The research was conducted as a qualitative exploratory and quasi-experimental study containing three purposefully designed vignettes prompting a decision to be made, followed by several open ended questions. Data was collected from thirteen semi-structured interviews with Senior Managers in various decision making positions across a firm undergoing turnaround. The use of vignettes to test heuristic use in a qualitative manner contrasts existing computational quantitative studies, contributing to future research in heuristic decision making and environmental influence. Key findings revealed the use of three heuristics, although not dominant, in conditions of turnarounds by managerial decision makers, namely the Take-the-best, Satisficing and Recognition heuristic. However, a blended approach, combining both rational and cognitive decision making, was the preferred approach. Heuristic use was found to be influenced by changes in the company environment and better suited during company turnaround, where uncertainty is evident. The study extends existing factors for heuristics by revealing that comfort level, decision impact, urgency, pressure and strategic importance motivate heuristic use in organisational turnaround. Identified heuristic development methods contribute to existing literature and provides guidance to companies intending to address uncertainty in company turnaround decision environments.
Mini Dissertation (MBA)--University of Pretoria, 2017.
nk2017
Gordon Institute of Business Science (GIBS)
MBA
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Chan, Yu Man Norman Psychology Faculty of Science UNSW. "The effects of mood and judgmental heuristics on decision making under uncertainty." Awarded by:University of New South Wales. School of Psychology, 2005. http://handle.unsw.edu.au/1959.4/23933.

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Five experiments investigated the effects of mood and judgmental heuristics on decision making under uncertainty. According to the mood-and-general-knowledge model (Bless, 2000), the assimilation-accommodation model (Fiedler, 2000) and the numeric-priming account of anchoring (Jacowitz & Kahneman, 1995; Wong & Kwong, 2000), happy individuals should rely more on the anchoring heuristic in decision making under uncertainty. However, the semantic-priming account of anchoring (Strack & Mussweiler, 1997) and the processing account of mood (Bless, 2000; Fiedler, 2000) predict that it is sad individuals who should be more susceptible to the anchoring bias. Experiment 1 used a new methodological paradigm, which captures the key methodologies of past mood and anchoring studies to test these two competing hypotheses. The overall results of Experiment 1 found that neither positive nor negative mood influenced the reliance on the anchoring heuristic, but a post-hoc analysis suggests that happy participants relied more on the anchoring heuristic in making decisions for low personal relevance, low familiarity scenarios whereas sad participants were more susceptible to the anchoring heuristic in making high personal relevance, high familiarity decisions. Experiment 2 tested this suggestion and confirmed that personal relevance significantly moderated the effects of mood on the use of the anchoring heuristic. Experiment 3 replicated this result and showed that sad participants processed longer in the high personal relevance condition whereas happy participants were comparably fast in making high and low personal relevance decisions. These findings support the suggestion that it was changes in processing styles that were responsible for the effects of mood and personal relevance on the reliance of the anchoring heuristic. In addition, Experiment 3 found no evidence that familiarity moderated the effects of mood on anchoring. Experiment 4 extended these results to the domain of general knowledge questions but failed to show that an individual difference variable, the Need for Cognition (Cacioppo & Petty, 1982) moderated these effects. The fifth and final experiment extended these findings to a different kind of heuristic, the representativeness heuristic. It was predicted and found that, contrary to the previous results, happy participants relied more on the representativeness heuristic in the high personal relevance condition. These findings have important implications for the theories of mood, judgmental heuristics and decision making under uncertainty.
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Ronan, Daniel. "Decision making heuristics and biases in software project management: an experimental investigation." Monterey, California. Naval Postgraduate School, 1990. http://hdl.handle.net/10945/37550.

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Approved for public release; distribution is unlimited
Software project development has been plagued with an infamous reputation for cost overruns, late deliveries, poor reliability and users' dissatisfaction. Much of this blame has been placed on the managerial side of software development. The Systems Dynamic Model of Software Project Management is a quantitative model of software project dynamics that is attempting to gain some valuable insight into the managerial side of developing software systems. The objective of this thesis is to use the Systems Dynamic Model's gaming interface to investigate managerial heuristic and biases in software project management. Specifically, three experiments were executed to determine the effect of anchoring on productivity estimation, the effect of poor cost estimation on staffing decisions and the effect of social loafing on a software project's staffing decisions, final cost and final duration.
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Crowder, Mark. "Decision-making in practice : the use of cognitive heuristics by senior managers." Thesis, University of Chester, 2013. http://hdl.handle.net/10034/314940.

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This thesis uses a grounded theory methodology to reveal the processes by which cognitive heuristics are used by senior managers to make decisions in a large UK local authority. The thesis is based on primary data, organisational documentation and an extensive and critical review of the pertinent literature. Primary data was generated over four years and involved detailed observation of 156 senior managers making a total of 513 decisions, together with formal interviews and informal discussions with these managers. The organisation under study provided an ideal context for this research since it offered a rich insight into management decision-making practices in diverse contexts such as social work and highways, and with varying degrees of urgency ranging from procurement decisions lasting several months to instant decisions concerning child protection. Furthermore, UK local government has been subject to drastic change in recent years, such as the introduction of private sector management practices and increased competition. This has been exacerbated by an austerity programme which means that local authorities, in common with much of the world, have to do a lot more with a lot less. The turbulent context of local government is, in Yin’s (2009) terms, an ‘exemplifying’ case study, and hence the issues raised in this study resonate far beyond the scope of this thesis. This thesis makes a number of significant contributions to knowledge. Firstly, original flow charts are developed that allow the underlying processes of heuristic decision-making to be identified, and these reveal that, whereas the academic literature treats heuristics as discrete entities, there is actually considerable interplay between them. Further, a new definition of the moral heuristic is developed, which allows researchers to view this heuristic at a higher, more conceptual level than has hitherto been possible. The thesis also extends the work of Daniel Kahneman and demonstrates that the role of the unconscious in decision-making is more complex than previously thought. For instance, intuitive heuristics can be used consciously and choice-based heuristics can be used unconsciously. It is also argued that the underlying processes of ‘classical’ theory are better explained by the degree of consciousness involved when making a decision, and not by the commonly accepted normative/behavioural distinction made by Herbert Simon and others. As such, this thesis represents an important contribution to the decision-making literature.
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Kelly, Máire. "Heuristics and priming : investigating NHS professionals' judgments and decision making in child observations." Thesis, Queen's University Belfast, 2014. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.675663.

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The complex: and important task of clinical assessment includes the completion of observations to inform consequent judgments and management decisions. The current study investigated the impact of priming and professional variables on psychologists' judgments and decision making about a child they observed. A novel experimental method was employed where participants were assigned to a primed or unprimed condition (through simulated referral letters), and then viewed a video of a simulated "assessment" session where the child's behaviour was constructed to be deliberately ambiguous. Participants provided hypotheses and ratings of the child's behaviour, predicted their planned actions as professionals, and judged their confidence in their assessment. Results suggested that priming did not have a significant influence on participant ratings of the child's behavior. Although, priming significantly increased participant confidence in their assessment, it did not significantly affect proposed actions. Participant variables (e.g., age, gender, years of experience) did not affect behavior ratings, but professional training did significantly influence hypotheses generation, whereby qualified psychologists' hypotheses had more non-pathologising content and increased focus on difficulties within the parent-child relationship, than did their pre-qualified counterparts. These results are discussed within their theoretical and empirical context, as are the study's limitations and potential to inform clinical assessment and professional training for psychologists.
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Van, Dyke Thomas P. (Thomas Peter). "The Effects of Alternative Presentation Formats on Biases and Heuristics in Human Decision Making." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc279303/.

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The purpose of this research was to determine whether changes in the presentation format of items in a computer display could be used to alter the impact of specific cognitive biases, and to add to the knowledge needed to construct theory-based guidelines for output design. The problem motivating this study is twofold. The first part of the problem is the sub-optimal decision making caused by the use of heuristics and their associated cognitive biases. The second part of the problem is the lack of a theoretical basis to guide the design of information presentation formats to counter the effects of such biases. An availability model of the impact of changes in presentation format on biases and heuristics was constructed based on the findings of a literature review. A six-part laboratory experiment was conducted utilizing a sample of 205 student subjects from the college of business. The independent variable was presentation format which was manipulated by altering the visual salience or visual recency of items of information in a visual computer display. The dependent variables included recall, perceived importance, and the subjects' responses to three judgment tasks. The results clearly demonstrate that changes in presentation format can be used to alter the impact of cognitive biases on human decision making. The results also provide support for the availability model, with the exception of the proposed influence of learning style. Learning style was found to have no significant impact on decision making whether alone or in combination with changes in presentation format. The results of this investigation demonstrate that by using our knowledge of cognitive processes (e.g., the visual salience effect, the visual recency effect, and the availability heuristic), presentation formats can be altered in order to moderate the effects of certain biases and heuristics in human decision making. An understanding of these results may be useful in improving DSS design.
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Kim, Dong-Gook. "An Analysis of Ecological and Social Rationality: When are Lexicographic Heuristics Preferred?" unrestricted, 2008. http://etd.gsu.edu/theses/available/etd-08182008-212550/.

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Thesis (Ph. D.)--Georgia State University, 2008.
Title from file title page. Thomas Whalen, committee chair; Julian Diaz III, C. S. Thachenkary, Rodney Schultz, committee members. Electronic text (168 p. : ill. (some col.)) : digital, PDF file. Description based on contents viewed November 3, 2008. Includes bibliographical references (p. 164-168).
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Albar, Fatima Mohammed. "An Investigation of Fast and Frugal Heuristics for New Product Project Selection." PDXScholar, 2013. https://pdxscholar.library.pdx.edu/open_access_etds/1057.

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In the early stages of new product development, project selection is dominantly based on managerial intuition, rather than on analytic approaches. As much as 90% of all product ideas are rejected before they are formally assessed. However, to date, little is known about the product screening heuristics and screening criteria managers use: it has been suggested that their decision process resembles the "fast and frugal" heuristics identified in recent psychological research, but no empirical research exists. A major part of the product innovation pipeline is thus poorly understood. This research contributes to closing this gap. It uses cognitive task analysis for an in-depth analysis of the new product screening heuristics of twelve experienced decision makers in 66 decision cases. Based on the emerging data, an integrated model of their project screening heuristics is created. Results show that experts adapt their heuristics to the decision at hand. In doing so, they use a much smaller set of decision criteria than discussed in the product development literature. They also combine heuristics into decision approaches that are simple, but more complex than "fast and frugal" strategies. By opening the black box of project screening this research enables improved project selection practices.
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Books on the topic "Decision-making heuristics"

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Ling, Ling. Computer based approaches to managerial decision making: Optimisation, heuristics, and simulation. Birmingham: Aston University. Aston Business School, 1995.

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Linda, Heath, Loyola University of Chicago. Applied Social Psychology Graduate Program., and Society for the Psychological Study of Social Issues., eds. Applications of heuristics and biases to social issues. New York: Plenum Press, 1994.

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Bröder, Arndt. Entscheiden mit der "adaptiven Werkzeugkiste": Ein empirisches Forschungsprogramm. Lengerich: Pabst Science Publishers, 2005.

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Facione, Peter A. Thinking and reasoning in human decision making: The method of argument and heuristic analysis. Milbrae, CA: California Academic Press, 2007.

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Bröder, Arndt. Entscheiden mit der "adaptiven Werkzeugkiste": Ein empirisches Forschungsprogramm. Lengerich: Pabst Science Publishers, 2005.

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Bröder, Arndt. "Take the best--ignore the rest": Wann entscheiden Menschen begrenzt rational? Lengerich: Pabst Science Publishers, 2000.

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Improved Decision-making in Data Mining: A Heuristic Rule Induction Approach to Decision Tree Creation and Model Selection. Saarbrücken: VDM Verlag Dr. Müller, 2008.

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J, Blesa María, and LINK (Online service), eds. Hybrid metaheuristics: Second international workshop, HM 2005, Barcelona, Spain, August 29-30, 2005 : proceedings. Berlin: Springer, 2005.

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Stützle, Thomas, Vittorio Maniezzo, and Stefan Voss. Matheuristics: Hybridizing metaheuristics and mathematical programming. New York: Springer, 2009.

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Dassen, Andreas. Entscheidungsunterstützung für Investitionen in flexible Fertigungssysteme (FFS): Entwicklung einer entscheidungstheoretisch motivierten Heuristik. Berlin: Köster, 1993.

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Book chapters on the topic "Decision-making heuristics"

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Michalewicz, Zbigniew, and David B. Fogel. "Multicriteria Decision-Making." In How to Solve It: Modern Heuristics, 435–63. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-662-07807-5_16.

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Rachel Altman, Hannah Josepha, and Morris Altman. "Moneyball and decision-making heuristics." In Behavioural Sports Economics, 222–40. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003080824-16.

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Raab, Markus, Clare MacMahon, Simcha Avugos, and Michael Bar-Eli. "Heuristics, biases, and decision making." In Anticipation and Decision Making in Sport, 215–31. New York, NY: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9781315146270-12.

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Gilli, Manfred, and Enrico Schumann. "Heuristics for Portfolio Selection." In Optimal Financial Decision Making under Uncertainty, 225–53. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-41613-7_10.

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Schulkin, Jay. "Naturalizing Decision Making: Heuristics and Concerns." In Oliver Wendell Holmes Jr., Pragmatism and Neuroscience, 175–97. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-23100-2_8.

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Shiloh, Shoshana. "Heuristics and Biases in Health Decision Making." In Applications of Heuristics and Biases to Social Issues, 13–30. Boston, MA: Springer US, 1994. http://dx.doi.org/10.1007/978-1-4757-9238-6_2.

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Carp, Sari, and Zur Shapira. "Heuristics and Biases and Strategic Decision-Making." In The Palgrave Encyclopedia of Strategic Management, 1–4. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_538-1.

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Carp, Sari, and Zur Shapira. "Heuristics and Biases and Strategic Decision-Making." In The Palgrave Encyclopedia of Strategic Management, 668–71. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_538.

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Selart, Marcus, and Ole Boe. "On Practitioners’ Usage of Creativity Heuristics in the Decision Process." In Decision Making: Social and Creative Dimensions, 197–210. Dordrecht: Springer Netherlands, 2001. http://dx.doi.org/10.1007/978-94-015-9827-9_10.

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Walczak, Steven. "Evaluating Medical Decision Making Heuristics and Other Business Heuristics with Neural Networks." In Studies in Computational Intelligence, 259–87. Berlin, Heidelberg: Springer Berlin Heidelberg, 2008. http://dx.doi.org/10.1007/978-3-540-76829-6_10.

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Conference papers on the topic "Decision-making heuristics"

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Albar, Fatima M., and Antonie J. Jetter. "Heuristics in decision making." In Technology. IEEE, 2009. http://dx.doi.org/10.1109/picmet.2009.5262123.

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Ozcan, Ender, Mustafa Misir, and Ahmed Kheiri. "Group decision making hyper-heuristics for function optimisation." In 2013 13th UK Workshop on Computational Intelligence (UKCI). IEEE, 2013. http://dx.doi.org/10.1109/ukci.2013.6651324.

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Islam, Roosan, Charlene Weir, and Guilherme Del Fiol. "Heuristics in Managing Complex Clinical Decision Tasks in Experts' Decision Making." In 2014 IEEE International Conference on Healthcare Informatics (ICHI). IEEE, 2014. http://dx.doi.org/10.1109/ichi.2014.32.

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Hosoda, Takaaki, and Hiroyuki Maruyama. "A Purpose of Decision Making in Heuristics Descriptive Model." In 2020 9th International Congress on Advanced Applied Informatics (IIAI-AAI). IEEE, 2020. http://dx.doi.org/10.1109/iiai-aai50415.2020.00152.

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Batta, Erasmo, and Christopher Stephens. "Heuristics as Decision-making Habits of Autonomous Sensorimotor Agents." In The 2019 Conference on Artificial Life. Cambridge, MA: MIT Press, 2019. http://dx.doi.org/10.1162/isal_a_00144.

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Batta, Erasmo, and Christopher Stephens. "Heuristics as Decision-making Habits of Autonomous Sensorimotor Agents." In The 2019 Conference on Artificial Life. Cambridge, MA: MIT Press, 2019. http://dx.doi.org/10.1162/isal_a_00144.xml.

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Sasaki, Hideyasu. "Decision making under time constraint: From heuristics to strategy." In 2010 IEEE International Conference on Systems, Man and Cybernetics - SMC. IEEE, 2010. http://dx.doi.org/10.1109/icsmc.2010.5641958.

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Fard Bahreini, Amir, Ron Cenfetelli, and Hasan Cavusoglu. "The Role of Heuristics in Information Security Decision Making." In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2022. http://dx.doi.org/10.24251/hicss.2022.587.

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Lundberg, C. G. "Generating Early Favorites in Decision Making. Are Simple Heuristics Involved?" In Proceedings of the 39th Annual Hawaii International Conference on System Sciences (HICSS'06). IEEE, 2006. http://dx.doi.org/10.1109/hicss.2006.194.

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Antonius, Ray, Samuel Lukas, and Livia Andriana Lohanda. "Trust-Based Heuristics Approach on Saboteur Board Game Decision Making." In 2019 2nd International Conference of Intelligent Robotic and Control Engineering (IRCE). IEEE, 2019. http://dx.doi.org/10.1109/irce.2019.00039.

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Reports on the topic "Decision-making heuristics"

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McBride, Dorothy J., and Clifford E. Brown. Team Performance in Dynamic Decision Making: The Importance of Heuristics. Fort Belvoir, VA: Defense Technical Information Center, February 1989. http://dx.doi.org/10.21236/ada209618.

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Alsing, III, and Maurice O. A Heuristic Decision Making Model to Mitigate Adverse Consequences in a Network Centric Warfare/Sense and Respond System. Fort Belvoir, VA: Defense Technical Information Center, May 2005. http://dx.doi.org/10.21236/ada476876.

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Galeano-Ramírez, Franky Juliano, Nicolás Martínez-Cortés, Carlos D. Rojas-Martínez, and Margaret Guerrero. Nowcasting Colombian Economic Activity: DFM and Factor-MIDAS approaches. Banco de la República, August 2021. http://dx.doi.org/10.32468/be.1168.

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Abstract:
Economic policy decision-making requires constantly assessing the state of economic activity. However, this is not an easy task: official figures have significant lags, and the timely information is usually partial and has different frequencies. This paper applies two types of short-term forecasting methodologies (Factor-MIDAS and DFM) for Colombian economic activity involving information with mixed frequencies. We present a heuristic process to select relevant variables, and we evaluate the proposed models' fits by comparing them with traditional forecasting methodologies. Overall, DFM and Factor-MIDAS forecasts are better than those generated by conventional methodologies, especially as the flow of information increases. In times of COVID-19, the model with the best relative fit was the DFM.
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