Do we listen to advice just because we paid for it? The impact of advice cost on its use

By Francesca Gino. 2008

182 citations recorded by the source corpus.

Subfields: Economics and Econometrics, General Decision Sciences, Safety Research

View Paper: https://www.semanticscholar.org/paper/d8d51bff12f26afbe5d2e823dfb6817efa228fe6

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Citations in the corpus

Organizational Behavior and Human Decision Processes (2019, unknown): “Various attempts to increase advice utilization have demonstrated the effectiveness of paying for advice (Gino, 2008); highlighting advisor expertise (Harvey & Fischer, 1997; Sniezek, Schrah, & Dalal, 2004); and receiving advice generated by multiple individuals (Mannes, 2009; Minson & Mueller, 2012”
Too arrogant for their own good? Why and when narcissists dismiss advice (2015, methodology): “, 2012 , Experiment 4 ; Gino & Schweitzer , 2008 , Experiment 2 ) .”
Is Unbiased Financial Advice to Retail Investors Sufficient? Answers from a Large Field Study (2012, background): “A variety of characteristics of the advice are examined, including the distance of the advice from the original opinion (Yaniv 2004); whether the advice was paid for (Gino 2008); whether advice is didactic or just offers information about choices (Bonaccio and Dalal 2010); and many other aspects.”
How Do Auditors Weight Informal Contrary Advice? The Joint Influence of Advisor Social Bond and Advice Justifiability (2013, unknown): “These include advisors having reward power over advisees (Sniezek and Van Swol 2001), advisors having substantially more task expertise (Jungermann and Fischer 2005), and advisors having been paid by the advisee to produce advice (Gino 2008).”
Power, competitiveness, and advice taking: Why the powerful don’t listen (2012, background): “Specifically, research has indicated that decision makers weigh advice more heavily when the advice is costly to obtain (Gino, 2008; Patt, Bowles, & Cash, 2006) and when the task is difficult (Gino & Moore, 2007; Gino, Shang, & Croson, 2009).”
The detrimental effects of power on confidence, advice taking, and accuracy (2011, background): “, Gino & Moore, 2007) or the cost (Gino, 2008) and timing (e.”
A Review of Cognitive Dissonance Theory in Management Research (2017, background): “Greenhaus and Powell (2003) suggested that members avoid dissonance by investing time into roles (work or family) they find most salient. Applying CDT to explain structural inertia, Le Mens, Hannan, and Pólos (2015) found that employees resist organizational change to avoid dissonance arising from n”
Algorithm appreciation: People prefer algorithmic to human judgment (2019, unknown): “Various attempts to increase advice utilization have demonstrated the effectiveness of paying for advice (Gino, 2008); highlighting advisor expertise (Harvey & Fischer, 1997; Sniezek, Schrah, & Dalal, 2004); and receiving advice generated by multiple individuals (Mannes 2009; Minson & Mueller,…”