Abstract
Much organizational activity and academic research relies on the accuracy of managers' perceptions. However, few studies have assessed the accuracy of managerial perceptions, and these studies indicate that managers' perceptions are often very inaccurate. This article discusses an odyssey into the study of managerial perceptions spanning two decades and two empirical studies. It depicts the evolution of research questions, samples, study designs, problems with such research and inferences drawn. It also identifies some errors that tend to be especially large and suggests some corrective actions. These corrective actions include using education and training to inform managers about organizational and environmental properties, exploiting improved technology, helping organizations to identify and correct misperceptions and designing robust organizations that can tolerate misperceptions.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 3-17 |
| Number of pages | 15 |
| Journal | British Journal of Management |
| Volume | 14 |
| Issue number | 1 |
| DOIs | |
| State | Published - Jan 1 2003 |
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ASJC Scopus subject areas
- Business, Management and Accounting(all)
- Strategy and Management
- Management of Technology and Innovation
Cite this
Studying the accuracy of managers' perceptions : A research odyssey. / Mezias, John; Starbuck, William H.
In: British Journal of Management, Vol. 14, No. 1, 01.01.2003, p. 3-17.Research output: Contribution to journal › Review article
}
TY - JOUR
T1 - Studying the accuracy of managers' perceptions
T2 - A research odyssey
AU - Mezias, John
AU - Starbuck, William H.
PY - 2003/1/1
Y1 - 2003/1/1
N2 - Much organizational activity and academic research relies on the accuracy of managers' perceptions. However, few studies have assessed the accuracy of managerial perceptions, and these studies indicate that managers' perceptions are often very inaccurate. This article discusses an odyssey into the study of managerial perceptions spanning two decades and two empirical studies. It depicts the evolution of research questions, samples, study designs, problems with such research and inferences drawn. It also identifies some errors that tend to be especially large and suggests some corrective actions. These corrective actions include using education and training to inform managers about organizational and environmental properties, exploiting improved technology, helping organizations to identify and correct misperceptions and designing robust organizations that can tolerate misperceptions.
AB - Much organizational activity and academic research relies on the accuracy of managers' perceptions. However, few studies have assessed the accuracy of managerial perceptions, and these studies indicate that managers' perceptions are often very inaccurate. This article discusses an odyssey into the study of managerial perceptions spanning two decades and two empirical studies. It depicts the evolution of research questions, samples, study designs, problems with such research and inferences drawn. It also identifies some errors that tend to be especially large and suggests some corrective actions. These corrective actions include using education and training to inform managers about organizational and environmental properties, exploiting improved technology, helping organizations to identify and correct misperceptions and designing robust organizations that can tolerate misperceptions.
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UR - http://www.scopus.com/inward/citedby.url?scp=0042130567&partnerID=8YFLogxK
U2 - 10.1111/1467-8551.00259
DO - 10.1111/1467-8551.00259
M3 - Review article
AN - SCOPUS:0042130567
VL - 14
SP - 3
EP - 17
JO - British Journal of Management
JF - British Journal of Management
SN - 1045-3172
IS - 1
ER -