scholarly journals Preference Based Subjective Beliefs

Games ◽  
2018 ◽  
Vol 9 (3) ◽  
pp. 50
Author(s):  
Matilde Giaccherini ◽  
Giovanni Ponti
Keyword(s):  
Social Preferences ◽  
Dictator Game ◽  
Behavioral Model ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Empirical Content ◽  
Simple Games ◽  
Subjective Beliefs ◽  
Multi Stage ◽  
Psychological Game Theory

We test the empirical content of the assumption of preference dependent beliefs using a behavioral model of strategic decision making in which the rankings of individuals over final outcomes in simple games influence their beliefs over the opponent’s behavior. This approach— by analogy with Psychological Game Theory—allows for interdependence between preferences and beliefs but reverses the order of causality. We use existing evidence from a multi-stage experiment in which we first elicit distributional preferences in a Random Dictator Game, then estimate beliefs in a related 2×2 effort game conditional on these preferences. Our structural estimations confirm our working hypothesis on how social preferences shape beliefs: subjects with higher guilt (envy) expect others to put less (more) effort, which reduces the expected difference in payoffs.

Social Preferences as an Individual Difference in Offender Decision-making

2018 ◽  
Vol 56 (1) ◽  
pp. 129-169 ◽  
Author(s):  
Chae M. Jaynes ◽  
Thomas A. Loughran
Keyword(s):  
Decision Making ◽  
Individual Differences ◽  
Risk Taking ◽  
Social Preferences ◽  
Ultimatum Game ◽  
Future Orientation ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Temporal Orientation ◽  
Self Interest

Objectives: We examined the relationship between social preference game behavior and offender status and tested whether this relationship was attributed to genuine prosocial preferences or confounded by individual differences in future orientation, sensation seeking, and risk-taking. Methods: Offender and nonoffender samples played the dictator and ultimatum games. Ordered and generalized ordered logistic regression models were used to test the hypothesis that when compared to nonoffenders, offenders would demonstrate increased self-interest, while also considering competing theoretical mechanisms. Results: Offenders appeared to be more self-interested as indicated by smaller offers in the dictator game. This relationship, however, was attributed to differences in future orientation between the two groups rather than differences in social preferences. Net of demographic controls and competing theoretical mechanisms, however, offenders made smaller offers in the ultimatum game. We argue this finding revealed differences in strategic decision-making between the two groups. Conclusions: Results suggested that offenders were not distinguishable from nonoffenders by individual differences in social preferences. While nonoffenders made larger offers in both games, this finding was attributed to differences in temporal orientation and risk-taking rather than differences in prosocial preferences. This supported the rational choice assumption of self-interest and highlighted differences in strategic decision-making between offenders and nonoffenders.

scholarly journals HR Managers’ Emotions in Strategic Decision-Making Events: Evidence from Croatia

2021 ◽  
Vol 13 (2) ◽  
pp. 845
Author(s):  
Marli Gonan Božac ◽  
Katarina Kostelić
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Strategic Planning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Personal Perspective ◽  
Human Resource Managers ◽  
Organizational Perspective ◽  
Hr Managers ◽  
Experienced Emotion

The inclusion of emotions in the strategic decision-making research is long overdue. This paper deals with the emotions that human resource managers experience when they participate in a strategic problem-solving event or a strategic planning event. We examine the patterns in the intensity of experienced emotions with regard to event appraisal (from a personal perspective and the organization’s perspective), job satisfaction, and coexistence of emotions. The results reveal that enthusiasm is the most intensely experienced emotion for positively appraised strategic decision-making events, while frustration is the most intensely experienced emotion for negatively appraised problem-solving events, as is disappointment for strategic planning. The distinction between a personal and organizational perspective of the event appraisal reveals differences in experienced emotions, and the intensity of experienced anger is the best indicator of the difference in the event appraisals from the personal and organizational perspective. Both events reveal the variety of involved emotions and the coexistence of—not just various emotions, but also emotions of different dominant valence. The findings indicate that a strategic problem-solving event triggers greater emotional turmoil than a strategic planning event. The paper also discusses theoretical and practical implications.

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