TY - CHAP AB - Abstract Prior research suggests that decision-makers can be biased by anecdotal data, even in the presence of more informative statistical data. A bias for anecdotal data can have significant implications for managers since judgments are often made when both statistical and anecdotal data are present. However, since much of the prior research has been conducted primarily on non-professionals engaged in unfamiliar tasks, it is unclear whether anecdotal biases will occur in managerial decision-making, where training and professional duties may reduce the effects of such a bias. Smith and Kida (1991) note, for example, that judgment biases are often mitigated or modified when trained professionals perform job-related tasks. In this study, managers and others with significant business experience were asked to make a capital budgeting decision in the presence of both statistical and anecdotal data. The results indicate that decision-makers ignored, or underweighted, statistical data in favor of anecdotal data, leading to suboptimal decisions. However, a scientific judgment orientation decision-aid did help to mitigate the effects of that bias. The implications of these results for decision-making in managerial accounting are discussed. VL - 21 SN - 978-1-78756-543-2, 978-1-78756-544-9/1475-1488 DO - 10.1108/S1475-148820180000021006 UR - https://doi.org/10.1108/S1475-148820180000021006 AU - Wainberg James PY - 2018 Y1 - 2018/01/01 TI - Stories vs Statistics: The Impact of Anecdotal Data on Managerial Decision Making T2 - Advances in Accounting Behavioral Research T3 - Advances in Accounting Behavioural Research PB - Emerald Publishing Limited SP - 127 EP - 141 Y2 - 2024/03/28 ER -