01434nas a2200193   4500008004100000245007200041210006900113260000900182300001400191490000600205520084900211653001501060653001701075100001401092700001801106700001801124700001901142856007901161       2020                        eng d00aDoes feedback increase decision aid use among hiring professionals?0 aDoes feedback increase decision aid use among hiring professiona  c2020  aArticle 40 v63 aWe examined the influence of formative and outcome feedback on people’s reliance on decision aids. Decision aids are tools that managers can use to increase the accuracy of their hiring decisions. In our study, participants were asked to make 20 different hiring decisions and make predictions of a candidate’s performance on the job, with the option of using a decision aid formula. We manipulated whether participants received feedback on the accuracy of their predictions, the accuracy of the decision aid’s predictions, or both. The results demonstrated that feedback failed to have a significant impact on decision aid use for both hiring choice and performance predictions. Our findings suggest that the relationship between feedback and decision aid is weak, and that feedback does not meaningfully affect the use of decision aids.10aManagement10aOSU-Cascades1 aThiele, A1 aJackson, A, T1 aStremic, S, M1 aHowes, Satoris  uhttps://scholarworks.bgsu.edu/cgi/viewcontent.cgi?article=1095&context=pad01434nas a2200193   4500008004100000245007200041210006900113260000900182300001400191490000600205520084900211653001501060653001701075100001401092700001801106700001801124700001901142856007901161       2020                        eng d00aDoes feedback increase decision aid use among hiring professionals?0 aDoes feedback increase decision aid use among hiring professiona  c2020  aArticle 40 v63 aWe examined the influence of formative and outcome feedback on people’s reliance on decision aids. Decision aids are tools that managers can use to increase the accuracy of their hiring decisions. In our study, participants were asked to make 20 different hiring decisions and make predictions of a candidate’s performance on the job, with the option of using a decision aid formula. We manipulated whether participants received feedback on the accuracy of their predictions, the accuracy of the decision aid’s predictions, or both. The results demonstrated that feedback failed to have a significant impact on decision aid use for both hiring choice and performance predictions. Our findings suggest that the relationship between feedback and decision aid is weak, and that feedback does not meaningfully affect the use of decision aids.10aManagement10aOSU-Cascades1 aThiele, A1 aJackson, A, T1 aStremic, S, M1 aHowes, Satoris  uhttps://scholarworks.bgsu.edu/cgi/viewcontent.cgi?article=1095&context=pad02186nas a2200169   4500008004100000245008800041210006900129260000900198520158000207653001501787653001701802100001901819700002101838700001801859700001101877856012801888       2020                        eng d00aWhen and why narcissists exhibit greater hindsight bias and less perceived learning0 aWhen and why narcissists exhibit greater hindsight bias and less  c20203 aThe present research sought to examine the impact of narcissism, prediction accuracy, and should counterfactual thinking—which includes thoughts such as “I should have done something different”—on hindsight bias (the tendency to exaggerate in hindsight what one knew in foresight) and perceived learning. To test these effects, we conducted four studies (total <i>n</i> = 727). First, in Study 1 we examined a moderated mediation model, in which should counterfactual thinking mediates the relation between narcissism and hindsight bias, and this mediation is moderated by prediction accuracy such that the relationship is negative when predictions are accurate and positive when predictions are inaccurate after accurate predictions. Second, in Study 2 we examined a moderated sequential mediation model, in which the relation between narcissism and perceived learning is sequentially mediated through should counterfactual thinking and hindsight bias, and importantly, this sequential mediation is moderated by prediction accuracy. In Study 3 we ruled out could counterfactual thinking as an alternative explanation for the relationship between narcissism and hindsight bias. Finally, by manipulating should counterfactual thinking in Study 4, our findings suggest that this type of thinking has a causal effect on hindsight bias. We discuss why exhibiting some hindsight bias can be positive after failure. We also discuss implications for eliciting should counterfactual thinking. Our results help explain why narcissists may fail to learn from their experiences.10aManagement10aOSU-Cascades1 aHowes, Satoris1 aKausel, Edgar, E1 aJackson, A, T1 aReb, J  u/biblio/when-and-why-narcissists-exhibit-greater-hindsight-bias-and-less-perceived-learning00644nas a2200193   4500008004100000245008000041210006900121260000900190300001400199490000600213653001500219653001700234100001800251700001600269700001900285700001700304700001800321856011100339       2019                        eng d00aExamining factors influencing use of a decision aid in personnel selection.0 aExamining factors influencing use of a decision aid in personnel  c2019  aArticle 10 v510aManagement10aOSU-Cascades1 aJackson, A, T1 aYoung, M, E1 aHowes, Satoris1 aKnight, P, A1 aReichin, S, L  u/biblio/examining-factors-influencing-use-decision-aid-personnel-selection00697nas a2200193   4500008004100000245011000041210006900151260000900220300001700229490000600246653001500252653001700267100001800284700001900302700001700321700001600338700001400354856013500368       2018                        eng d00aThe reciprocal relationships between escalation, anger, and confidence in investment decisions over time.0 areciprocal relationships between escalation anger and confidence  c2018  aArticle 11360 v910aManagement10aOSU-Cascades1 aJackson, A, T1 aHowes, Satoris1 aKausel, E, E1 aYoung, M, E1 aLoftis, M  u/biblio/reciprocal-relationships-between-escalation-anger-and-confidence-investment-decisions-over00650nas a2200193   4500008004100000245007000041210006800111260002600179653001500205653001700220100001900237700001800256700001400274700001800288700001900306700001200325700001600337856010300353       2017                        eng d00aDecision making: Do people with dark triad traits utilize advice?0 aDecision making Do people with dark triad traits utilize advice  aChattanooga, TNc201710aManagement10aOSU-Cascades1 aMcNamara, E, D1 aJackson, A, T1 aThiele, A1 aStremic, M, S1 aHowes, Satoris1 aHein, M1 aFrame, M, C  u/biblio/decision-making-do-people-dark-triad-traits-utilize-advice00621nas a2200169   4500008004100000245008100041210006900122260002600191653001500217653001700232100001800249700001900267700001700286700001700303700001700320856011400337       2017                        eng d00aDoes goal orientation an outcome certainty predict escalation of commitment?0 aDoes goal orientation an outcome certainty predict escalation of  aDublin, Irelandc201710aManagement10aOSU-Cascades1 aJackson, A, T1 aHowes, Satoris1 aKriegh, J, L1 aKausel, E, E1 aCampos, N, R  u/biblio/does-goal-orientation-outcome-certainty-predict-escalation-commitment00598nas a2200157   4500008004100000245008700041210006900128260002600197653001500223653001700238100001800255700001900273700001700292700001600309856011500325       2017                        eng d00aThe impact of escalation decisions on investments, anger, and confidence over time0 aimpact of escalation decisions on investments anger and confiden  aDublin, Irelandc201710aManagement10aOSU-Cascades1 aJackson, A, T1 aHowes, Satoris1 aKausel, E, E1 aYoung, M, E  u/biblio/impact-escalation-decisions-investments-anger-and-confidence-over-time00721nas a2200217   4500008004100000245007500041210006900116260002800185653001500213653001700228100001700245700001800262700002000280700001400300700001400314700001500328700001600343700001900359700001700378856010800395       2017                        eng d00aThe relationship between goal orientation and escalation of commitment0 arelationship between goal orientation and escalation of commitme  aVancouver, Canadac201710aManagement10aOSU-Cascades1 aKriegh, J, L1 aJackson, A, T1 aCampos, Ramirez1 aThiele, A1 aNguyen, T1 aDederer, R1 aMcNamara, D1 aHowes, Satoris1 aKausel, E, E  u/biblio/relationship-between-goal-orientation-and-escalation-commitment00603nas a2200157   4500008004100000245009000041210006900131260002200200653001500222653001700237100001700254700001900271700001400290700001800304856012300322       2016                        eng d00aEmotions and the appraisal-tendency framework: Anger, sadness, and fairness judgments0 aEmotions and the appraisaltendency framework Anger sadness and f  aAnaheim, CAc201610aManagement10aOSU-Cascades1 aKausel, E, E1 aHowes, Satoris1 aSpratt, J1 aJackson, A, T  u/biblio/emotions-and-appraisal-tendency-framework-anger-sadness-and-fairness-judgments00549nas a2200133   4500008004100000245010100041210006900142260000900211653001500220653001700235100001900252700001800271856012600289       2016                        eng d00aOrienting oneself for leadership: The role of goal orientation in leader developmental readiness0 aOrienting oneself for leadership The role of goal orientation in  c201610aManagement10aOSU-Cascades1 aHowes, Satoris1 aJackson, A, T  u/biblio/orienting-oneself-leadership-role-goal-orientation-leader-developmental-readiness00521nas a2200157   4500008004100000245005400041210005400095260002100149653001500170653001700185100001800202700001600220700001700236700001900253856009100272       2016                        eng d00aTraining against intuition in personnel selection0 aTraining against intuition in personnel selection  aDenver, COc201610aManagement10aOSU-Cascades1 aJackson, A, T1 aYoung, M, E1 aKnight, P, A1 aHowes, Satoris  u/biblio/training-against-intuition-personnel-selection00568nas a2200169   4500008004100000245006100041210006000102260002200162653001500184653001700199100001700216700001900233700001800252700001600270700001700286856009500303       2016                        eng d00aWhy narcissists dismiss advice? A test of two mechanisms0 aWhy narcissists dismiss advice A test of two mechanisms  aAnaheim, CAc201610aManagement10aOSU-Cascades1 aKausel, E, E1 aHowes, Satoris1 aJackson, A, T1 aLeiva, P, I1 aSlaughter, J  u/biblio/why-narcissists-dismiss-advice-test-two-mechanisms00539nas a2200157   4500008004100000245005800041210005600099260002700155653001500182653001700197100001700214700001900231700001800250700001600268856009700284       2015                        eng d00aDoes state narcissism predict advice-taking behavior?0 aDoes state narcissism predict advicetaking behavior  aPhiladelphia, PAc201510aManagement10aOSU-Cascades1 aKausel, E, E1 aHowes, Satoris1 aJackson, A, T1 aLeiva, P, I  u/biblio/does-state-narcissism-predict-advice-taking-behavior00541nas a2200157   4500008004100000245005800041210005600099260002700155653001500182653001700197100001700214700001900231700001800250700001600268856009900284       2015                        eng d00aDoes state narcissism predict advice-taking behavior?0 aDoes state narcissism predict advicetaking behavior  aPhiladelphia, PAc201510aManagement10aOSU-Cascades1 aKausel, E, E1 aHowes, Satoris1 aJackson, A, T1 aLeiva, P, I  u/biblio/does-state-narcissism-predict-advice-taking-behavior-000642nas a2200169   4500008004100000245009300041210006900134260002700203653001500230653001700245100001800262700001900280700001700299700001900316700001100335856012600346       2015                        eng d00aEscalation of commitment: Do narcissists, Machiavellians, and psychopaths escalate more?0 aEscalation of commitment Do narcissists Machiavellians and psych  aPhiladelphia, PAc201510aManagement10aOSU-Cascades1 aJackson, A, T1 aHowes, Satoris1 aKausel, E, E1 aCampbell, A, M1 aZhu, M  u/biblio/escalation-commitment-do-narcissists-machiavellians-and-psychopaths-escalate-more00590nas a2200157   4500008004100000245008100041210006900122260002600191653001500217653001700232100001800249700001900267700001700286700001600303856011300319       2015                        eng d00aThe influence of goal orientation on exploration versus exploitation choices0 ainfluence of goal orientation on exploration versus exploitation  aToronto, Canadac201510aManagement10aOSU-Cascades1 aJackson, A, T1 aHowes, Satoris1 aKausel, E, E1 aYoung, M, E  u/biblio/influence-goal-orientation-exploration-versus-exploitation-choices-000588nas a2200157   4500008004100000245008100041210006900122260002600191653001500217653001700232100001800249700001900267700001700286700001600303856011100319       2015                        eng d00aThe influence of goal orientation on exploration versus exploitation choices0 ainfluence of goal orientation on exploration versus exploitation  aToronto, Canadac201510aManagement10aOSU-Cascades1 aJackson, A, T1 aHowes, Satoris1 aKausel, E, E1 aYoung, M, E  u/biblio/influence-goal-orientation-exploration-versus-exploitation-choices00585nas a2200157   4500008004100000245008100041210006900122260002700191653001500218653001700233100001700250700001900267700001800286700001100304856011200315       2015                        eng d00aNarcissism exacerbates the hindsight bias, but only after favorable outcomes0 aNarcissism exacerbates the hindsight bias but only after favorab  aPhiladelphia, PAc201510aManagement10aOSU-Cascades1 aKausel, E, E1 aHowes, Satoris1 aJackson, A, T1 aReb, J  u/biblio/narcissism-exacerbates-hindsight-bias-only-after-favorable-outcomes