The psychological context of strategic decisions: A model and convergent experimental findings
研究了战略决策者面临成功或失败反馈、组织冗余高低以及决策框架（积极或消极前景）时，如何影响其再投资决策，并通过两个实验验证了这些因素的独立与交互效应。
Abstract Strategic decision‐makers typically are involved in a series of incremental decisions, each affected by a variety of contextual factors. This papers develops a model of the psychological context of strategic decisions and reports two experiments. First, students made reinvestment decisions faced with success or failure feedback on a past decision, high or low perceived organizational slack, and decisions framed to depict a positive or negative future outlook. All three variables had main and interactive effects. Second, managers made similar decisions in a related experimental design. Results confirmed and extended the initial findings. Implications and directions for future research are discussed.