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Are executives overconfident?

Hill, James Jay, Jr.

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Are executives overconfident?

Record Type:	Electronic resources : Monograph/item
Title/Author:	Are executives overconfident?/
Author:	Hill, James Jay, Jr.
Description:	118 p.
Notes:	Source: Dissertation Abstracts International, Volume: 63-02, Section: A, page: 0662.
Contained By:	Dissertation Abstracts International63-02A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3041464
ISBN:	0493549234

Are executives overconfident?
Hill, James Jay, Jr.

Are executives overconfident? - 118 p.

Source: Dissertation Abstracts International, Volume: 63-02, Section: A, page: 0662.

Thesis (Ed.D.)--University of Southern California, 2000.

Ultimately, executive leaders carry the responsibility for everything their organizations do or fail to do. One phenomena that affects their ability to achieve results is their level of confidence. Although there is considerable research on overconfidence, we have learned very little about how it influences the performance of executives. This study investigated overconfidence among corporate and government executives and its effect on their investment of mental effort using a modified version of the General Self-efficacy Survey (GSS) (Sherer et al., 1982) and a multipart confidence and mental effort survey that required the participants to evaluate their ability and mental effort, and participate in a 10-item business information test (BIT) that paralleled the confidence and effort surveys.

ISBN: 0493549234Subjects--Topical Terms:

626628
Business Administration, Management.

Are executives overconfident?
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100 1 $a Hill, James Jay, Jr. $3 1934264
245 1 0 $a Are executives overconfident?
300 $a 118 p.
500 $a Source: Dissertation Abstracts International, Volume: 63-02, Section: A, page: 0662.
500 $a Adviser: Richard Clark.
502 $a Thesis (Ed.D.)--University of Southern California, 2000.
520 $a Ultimately, executive leaders carry the responsibility for everything their organizations do or fail to do. One phenomena that affects their ability to achieve results is their level of confidence. Although there is considerable research on overconfidence, we have learned very little about how it influences the performance of executives. This study investigated overconfidence among corporate and government executives and its effect on their investment of mental effort using a modified version of the General Self-efficacy Survey (GSS) (Sherer et al., 1982) and a multipart confidence and mental effort survey that required the participants to evaluate their ability and mental effort, and participate in a 10-item business information test (BIT) that paralleled the confidence and effort surveys.
520 $a Findings include that (a) executives entered the study with a high degree of general confidence as measured by the GSS and a pretest confidence survey, (b) there was a negative relationship between both pre- and posttest confidence and performance on the BIT, and (c) there was a negative, though not significant, relationship between posttest confidence and posttest mental effort. In addition to the survey results, the study makes recommendations for future research.
590 $a School code: 0208.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Psychology, Clinical. $3 524864
650 4 $a Psychology, Social. $3 529430
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690 $a 0622
690 $a 0451
710 2 0 $a University of Southern California. $3 700129
773 0 $t Dissertation Abstracts International $g 63-02A.
790 1 0 $a Clark, Richard, $e advisor
790 $a 0208
791 $a Ed.D.
792 $a 2000
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3041464