Managerial intervention in disputes: the role of cognitive biases and heuristics

Abstract

Although research on managerial third‐party dispute intervention has made considerable progress during the past two decades, an implicit assumption of rationality has permeated the conceptualizing and modeling of such behaviours. This paper explores the role of cognitive biases and heuristics in managerial intervention, and draws out the implications for outcome selection and third party behaviours.

Citation

Elangovan, A.R. (2002), "Managerial intervention in disputes: the role of cognitive biases and heuristics", Leadership & Organization Development Journal, Vol. 23 No. 7, pp. 390-399. https://doi.org/10.1108/01437730210445829