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Article: Adjusting risky situations: A theoretical framework and empirical test

TitleAdjusting risky situations: A theoretical framework and empirical test
Authors
KeywordsAdjustment
Choice
Control
Perception
Risk
Uncertainty
Issue Date1989
PublisherSpringer New York LLC. The Journal's web site is located at http://springerlink.metapress.com/openurl.asp?genre=journal&issn=0895-5646
Citation
Journal Of Risk And Uncertainty, 1989, v. 2 n. 2, p. 189-212 How to Cite?
AbstractExperienced executives frequently try to modify the risky situations they face in order to make them more favorable rather than simply choosing from among available decision options. This article investigates several types of risk adjustments such as trying to influence the situation through bargaining and spending resources, gathering information, developing new options, and consulting one's superiors. A theoretical framework is presented that characterizes different types of adjustments and relates them to variables such as perceived risk, perceived control, perceived responsibility, decisiveness, and risky choice. The framework is tested using experienced decision makers who respond to four simulated risky business decisions. © 1988 Kluwer Academic Publishers.
Persistent Identifierhttp://hdl.handle.net/10722/177817
ISSN
2015 Impact Factor: 1.426
2015 SCImago Journal Rankings: 2.127

 

DC FieldValueLanguage
dc.contributor.authorWehrung, DAen_US
dc.contributor.authorLee, KHen_US
dc.contributor.authorTse, DKen_US
dc.contributor.authorVertinsky, IBen_US
dc.date.accessioned2012-12-19T09:40:27Z-
dc.date.available2012-12-19T09:40:27Z-
dc.date.issued1989en_US
dc.identifier.citationJournal Of Risk And Uncertainty, 1989, v. 2 n. 2, p. 189-212en_US
dc.identifier.issn0895-5646en_US
dc.identifier.urihttp://hdl.handle.net/10722/177817-
dc.description.abstractExperienced executives frequently try to modify the risky situations they face in order to make them more favorable rather than simply choosing from among available decision options. This article investigates several types of risk adjustments such as trying to influence the situation through bargaining and spending resources, gathering information, developing new options, and consulting one's superiors. A theoretical framework is presented that characterizes different types of adjustments and relates them to variables such as perceived risk, perceived control, perceived responsibility, decisiveness, and risky choice. The framework is tested using experienced decision makers who respond to four simulated risky business decisions. © 1988 Kluwer Academic Publishers.en_US
dc.languageengen_US
dc.publisherSpringer New York LLC. The Journal's web site is located at http://springerlink.metapress.com/openurl.asp?genre=journal&issn=0895-5646en_US
dc.relation.ispartofJournal of Risk and Uncertaintyen_US
dc.subjectAdjustmenten_US
dc.subjectChoiceen_US
dc.subjectControlen_US
dc.subjectPerceptionen_US
dc.subjectRisken_US
dc.subjectUncertaintyen_US
dc.titleAdjusting risky situations: A theoretical framework and empirical testen_US
dc.typeArticleen_US
dc.identifier.emailTse, DK: davidtse@hku.hken_US
dc.identifier.authorityTse, DK=rp01100en_US
dc.description.naturelink_to_subscribed_fulltexten_US
dc.identifier.doi10.1007/BF00056137en_US
dc.identifier.scopuseid_2-s2.0-0002839699en_US
dc.identifier.volume2en_US
dc.identifier.issue2en_US
dc.identifier.spage189en_US
dc.identifier.epage212en_US
dc.publisher.placeUnited Statesen_US
dc.identifier.scopusauthoridWehrung, DA=6603442178en_US
dc.identifier.scopusauthoridLee, KH=8977902400en_US
dc.identifier.scopusauthoridTse, DK=7101916504en_US
dc.identifier.scopusauthoridVertinsky, IB=7004053187en_US

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