Mental Models, Decision Rules, and Performance Heterogeneity
By Michael Shayne Gary, Robert E. Wood. 2011
331 citations recorded by the source corpus.
Subfields: Artificial Intelligence, Management Science and Operations Research, Safety Research
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Citations in the corpus
- Explanation in Human-AI Systems: A Literature Meta-Review, Synopsis of Key Ideas and Publications, and Bibliography for Explainable AI (2019, neutral): “…Byrne, 2002; Chunpir and Ludwig, 2017; De Kleer and Brown, 2014; Erlich, 1996; Friedman, forbus, and Sherin, 2018; Friedman and Nissenbaum, 1996; Gary and Wood, 2011; Gentner and Stevens, 1983; Gigerenzer, 1993; Gigerenzer, Hoffrage, and Kleinbölting, 1991; Halasz, and Moran, 1983; Hegarty,…”
- Strategic Cognition and Issue Salience: Toward an Explanation of Firm Responsiveness to Stakeholder Concerns (2013, background): “Previous research notes that external stimuli are more likely to be perceived as reinforcing cognitive structures rather than altering them (e.g., Barr et al., 1992; Gary & Wood, 2011).”
- Organizational Aspirations, Reference Points, and Goals (2012, background): “…has been recognized in strategic decision making for more than two decades (Eisenhardt & 446 Journal of Management / January 2012 Zbaracki, 1992; Gary & Wood, 2011; Reger & Huff, 1993), and (c) perceptions of future states are recognized to affect present actions at the individual level…”
- Microfoundations of Routines and Capabilities: Individuals, Processes, and Structure (2012, unknown): “shape such processes and in turn, affect heterogeneity in performance among firms (e.g., Johnson and Hoopes, 2003; Gary and Wood, 2010).”
- Information technology and the search for organizational agility: A systematic review with future research possibilities (2019, background): “Decision-makers rely on simplified mental models to organize their thoughts and make sense of their environment (Cyert and March, 1963; Gary and Wood, 2011).”