Factors affecting the acceptance of expert advice.

By Lyn M. van Swol, J. Sniezek. 2005

224 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

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Citations in the corpus

Stable and Fair Classification (2019, background): “Stability is a crucial consideration in classiﬁcation [10, 57, 12, 25], and has been investigated in several real-world applications, e.g., advice-giving agents [31, 69], recommendation systems [2, 1, 3], and judicial decision-making [66].”
Power, competitiveness, and advice taking: Why the powerful don’t listen (2012, background): “A subjective sense of power refers to the extent to which individuals feel that they can exert influence over the outcomes and experiences of others (Anderson & Berdahl, 2002; Van Kleef, Oveis, Van der Lowe, LuoKogan, Goetz, & Keltner, 2008).”
The benefits of knowing what you know (and what you don’t): How calibration affects credibility (2008, background): “They are believed more often than people who express low confidence (e.g., Penrod & Cutler, 1995), have more influence in groups or when giving advice (Van Swol & Sniezek, 2005; Zarnoth & Sniezek, 1997), and appear more knowledgeable (Price & Stone, 2004).”
Advice taking and decision-making: An integrative literature review, and implications for the organizational sciences (2006, background): “Some empirical evidence indicates that this is indeed the case (Sniezek, Heath, Van Swol, & Nochimowski, 1998; Sniezek & Van Swol, 2001; Van Swol & Sniezek, 2005).”
Maximizing stability of recommendation algorithms: A collective inference approach (2011, methodology): “This research was supported in part by the National Science Foundation grant IIS-0546443.”
Too arrogant for their own good? Why and when narcissists dismiss advice (2015, background): “For example, advice is more likely to be used when it (a) comes from experienced people (Feng & MacGeorge, 2006), (b) comes from confident individuals (Swol & Sniezek, 2005), and (c) is expensive (Gino, 2008).”
Cheap talk and credibility: The consequences of confidence and accuracy on advisor credibility and persuasiveness (2013, background): “Confident leaders can have more influence over others (Van Swol & Sniezek, 2005; Zarnoth & Sniezek, 1997), attain status more readily (Anderson et al., 2012), and are viewed as more competent (Anderson & Kilduff, 2009).”