The psychological context of strategic decisions: A test of relevance to practitioners

A number of authors argue that research in the organizational sciences must produce results that are both rigorous and relevant. These results should go beyond the obvious, yielding unexpected variation in our understanding of organizational phenomena. A recent paper published in this journal by the authors reported the results of a laboratory experiment examining the effect of several psychological influences on strategic decisions. This note reports the results of a survey in which executives and MBA sudents were asked to predict the results of the experiment. Although the respondent predictions were consistent, their overall set of predictions was inaccurate.