Debiasing of managerial decisions: a new function of management accounting?

Gerling, P. G.

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Tytuł artykułu

Debiasing of managerial decisions: a new function of management accounting?

Autorzy

Gerling P. G.

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https://www.management-poland.com/

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Warianty tytułu

Języki publikacji

Abstrakty

The task of managers on all levels consists of making decisions. Like all human beings, managers have cognitive restraints and therefore cannot decide rationally in all situations (bounded rationality). When confronted with complex problems in an uncertain environment, they are not able to process all relevant information and they cannot be experts in all relevant fields. Taking this into account, this paper does not base on unrealistic assumptions of how managers should decide (as a homo oeconomicus), but on how managers in reality do decide. Managers use heuristics during the decision making process. These heuristics simplify the decision process and therefore enable managers to cope with the multitude of decisions they have to make every day. Nevertheless heuristics often lead to systematic errors, or cognitive biases, which negatively affect decisions. Debiasing addresses the role of management accounting to improve managerial decision making by reducing cognitive biases. Up to date there are practically no studies that directly address debiasing in a management accounting context. This paper discusses this issue and herefore uses up-to-date research from the fields of cognitive psychology, judgement and decision making and management accounting.

Słowa kluczowe

managerial decisions decision making management accounting

decyzja menedżerska podejmowanie decyzji rachunkowość zarządcza

Wydawca

University of Zielona Góra, Faculty of Economics and Management

Czasopismo

Management

Rocznik

2009

Tom

Spec. ed.

Strony

169--189

Opis fizyczny

Bibliogr. 71 poz., tab.

Twórcy

autor

Gerling P. G.

Technical University of Kaiserslautern, Germany, Department of Management Accounting and Management Control Systems

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