Studying the Accuracy of Managers' Perceptions: A Research Odyssey

By John M. Mezias, William H. Starbuck. 2003

256 citations recorded by the source corpus.

Subfields: Education, Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/423d291a5ba97633c1ddb99ceecc5eb46c2ba45c

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In Education

In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

Citations in the corpus

In search of the drivers of high growth in manufacturing SMEs (2006, background): “However, managers are likely to perceive the importance of their firm’s operating environment differently (Mezias and Starbuck, 2003).”
Measuring Organizational Performance: Towards Methodological Best Practice (2009, background): “For instance, the quality of self-report is increased the closer collection is to the event (Arnold, Collier, Leech, & Sutton, 2000; Mezias & Starbuck, 2003) and by selecting well-informed respondents (Winter, 2003).”
Does Double Loop Learning Create Reliable Knowledge (2004, background): “Much – perhaps too much – depends on the accuracy of perceptions of the problem that may be poor in the world 2 state of facing a situation (Mezias and Starbuck, 2003) but represented in an authoritative, assured way in world 3 accounts of the episode (Fischoff and Beyth, 1975).”
What do Managers’ Survey Responses Mean and What Affects Them? The Case of Market Orientation and Firm Performance (2011, background): “For example, senior managers have problems in understanding basic business terms like “industry” (Mezias and Starbuck, 2003; Starbuck and Mezias, 1996).”
The nature and role of experiential knowledge for environmental conservation (2006, background): “Instead, it appears to be their ability to seek and make wise use of feedback (Mezias & Starbuck 2003).”
A Process-Oriented Perspective on the Alignment of Information Technology and Business Strategy (2007, background): “…regarded as biased or open to distortion [52]—a belief that has spurred suspicion of perceptual measures and qualitative methods more broadly [13, 47]—Tallon and Kraemer [73] report that executives’ perceptions of IT impacts at the ﬁrm and process level correlate with reality to such an extent…”
“Living the brand”: brand orientation in the business‐to‐business sector (2010, background): “Apart from the familiar general problems (relatively low response rate, limited control), a particular limitation is key informant bias (Kumar et al., 1993; Mezias and Starbuck, 2003), resulting in this case from the fact that the same respondent provides the measures of both the independent and dep”
CAUSAL AMBIGUITY, MANAGEMENT PERCEPTION, AND FIRM PERFORMANCE (2006, background): “The effects of management perception on performance attributions and decision processes have been established in a variety of contexts, and across a wide range of decision biases and heuristics (Kahneman & Tversky, 2000; Bazerman, 1997; Schwenk, 1984; Mezias & Starbuck, 2003; Winter, 2003).”