Harvard Business Review
JUNE 13, 2012
Strikingly, the executives involved in these cases did not make the classic decision-making errors that have been so well documented in the fields of behavioral decision research, behavioral economics, and behavioral finance. As it turns out, this type of failure is quite common. I am currently writing a book, How Could I Miss That?,
Harvard Business Review
APRIL 9, 2018
These votes reflect the support the director personally has from the shareholders and should, in theory, incorporate all publicly available information about the director’s performance. Alternatively, it could be that because of behavioral biases, management is not able to select effective directors as well as an algorithm.
Harvard Business Review
APRIL 2, 2014
He got his PhD at Yale under Shiller’s supervision in 1984, but since then he has also done a lot of work expanding on Fama’s ideas about risk and return, some of it co-authored with Fama’s son-in-law and University of Chicago finance colleague, John Cochrane. It feels like it’s got a little bit of Kahneman and Tversky in it.
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