The positive side of negative framing: Examining a case of overconfidence among decision makers in a hospital merger

Abstract

Purpose

The purpose of this paper is to present a unique insight into the impact of decision framing and overconfidence on decision‐making effectiveness.

Design/methodology/approach

Conceptual with a case study/illustration.

Findings

The findings support the paper's theoretical assertions regarding the potentially positive impact of negative framing in the context of overconfidence and the potentially negative impact of positive framing under this context.

Research limitations/implications

Case study/illustration (not empirical).

Practical implications

This research helps identify decision‐making situations which can dramatically alter the effectiveness of decision‐making processes. Decision makers need to know how factors such as overconfidence and framing can enhance or impede the quality of decisions generated.

Originality/value

Highly original – it challenges the traditional view of framing and overconfidence as automatic impediments to effective decision making.

Citation

Kotlyar, I. and Karakowsky, L. (2007), "The positive side of negative framing: Examining a case of overconfidence among decision makers in a hospital merger", Management Decision, Vol. 45 No. 6, pp. 968-981. https://doi.org/10.1108/00251740710762026