Mistaken Perceptions: Cases and Consequences
回顾Mezias和Starbuck的研究，发现管理者对工作相关事务的认知可能严重错误，并从四个视角评估这种错误的影响，对学术研究和实践有启示。
Mezias and Starbuck (2003) review previous work and report striking new evidence indicating that managers can be quite mistaken in their perceptions regarding some matters, even matters quite close to their jobs. This is reminiscent of much evidence on politicians and ordinary citizens that generally show a weak grip on basic facts. In assessing how much difference this weakness makes, it is useful to distinguish among four perspectives on managers as: (i) informants for academic research; (ii) performers of their normal work; (iii) problem‐solvers in novel situations; (iv) strategic thinkers. Mezias and Starbuck's results suggest a negative assessment on (i) and (iii), but are less clearly relevant on (ii); some open questions regarding (iv) are put forward.