1月GMAT閱讀機(jī)經(jīng)：投資傾向?qū)嶒?

　　十二月的機(jī)經(jīng)剛分享完，緊接著新年的GMAT機(jī)經(jīng)就整理出來了，為大家分享關(guān)于投資傾向?qū)嶒灥臋C(jī)經(jīng)，希望大家能感受到這股暖意，并把它化為能量，在GMAT考試的道路上勇往直前。

　　舊實驗：

　　說一個人，為了證明一種叫...invest bias(好像是啊)的理論，設(shè)計了一種實驗。把投資人分

　　為兩組，分別投資到兩個項目中去。然后告訴一組人，他們的投資的其中一個項目回報率很

　　低，結(jié)果很多人把更多的錢投入到這個項目中去。告訴另外一組人， 他們的他一個項目投

　　資回報率很高，結(jié)果他們不愿意花更多的錢投入原來的項目了。

　　新實驗：

　　另外一個人不同意他的結(jié)果，認(rèn)為這種結(jié)果不是 general 的情況，而且他的實驗設(shè)計本身

　　存在問題。所以又設(shè)計了另外一種實驗，也是兩組人兩種投資，但是投資的項目不同了，好

　　像不只兩種，得出的結(jié)論就不一樣了。

　　※ 背景知識：

　　Escalation Bias: Does ItExtend to Marketing?

　　JEscalation bias implies that managers favor reinvestments in projects that are

　　doing poorly over those doing well. We tested this implication in a marketing

　　context by conducting experiments on advertising and product-design decisions.

　　Each situation was varied to rlect either a long-term or a short-term decision.

　　Besides these four conditions, we conducted three replications. We found little

　　evidence of escalationbias by 365 subjects in the seven experimental comparisons.

　　Research on sunk costs shows that decision makers oftencontinue to invest

　　unwisely because of commitments to priorinvestments (e.g., Arkes and Blumer

　　1985). Escalationresearch, starting withStaw (1976), yields evidence consistentwith

　　research on the sunk-cost fallacy. In addition, escalation research has concluded

　　that committed managersare likely to reinvest more inaproject when they

　　receiveinformation that the project is doing poorly than if told it isdoing well. This

　　has been called "escalation bias." This biasof "throwing good money after bad" has

　　intuitive appeal.Should marketing managers be concerned about escalationbias?

　　Common sense would say "yes." We examinedwhether escalation bias is likely to

　　lead to poor marketingJournal of the Academy of Marketing ScienceVolume 21,

　　Number 3, pages 247-253.Copyright 9 1993 by Academy of Marketing Science.All

　　rights of reproduction in any form reserved.ISSN 0092-0703.

　　decisions. We first provide a bri review of the literature.This is followed by a

　　series ofexperiments to test whetherescalation bias occurs in marketing decision

　　making.Ourhypothesis was that escalation bias would occur for marketing decisions.

　　BRIEF EVALUATION OF PRIOR RESEARCH

　　When people make a decision, they often develop a commitmentto it. This

　　seems especially likely for people inorganizations. For example, Fox and Staw (1979)

　　showedthat "trapped administrators" showed a higher level of commitmentto a

　　previous course of action than "nontrappedadministrators." If decisions turn out

　　poorly, the "escalationof commitment" hypothesis suggests that they may invest

　　further so as to make the decision turn out well. Conlon and Parks (1987) called this

　　retrospective rationality. In simple terms, decision makers are often unwilling to

　　take a loss. Staw (1981, p. 577) commented that: Because it is often possible for

　　persons who have suffered a setback to recoup their losses through an even greater

　　commitment of resources to this same course of action, a cycle of escalating

　　commitment can be produced. Staw and Ross (1987a) and Garland (1990)

　　summarized a variety of reasons for the existence of escalation bias. For example,

　　managers may be affected by partial reinforcement and have difficulty accepting

　　information that rewards have disappeared. They might also distort negative

　　information through perceptual dense mechanisms. Organization-JAMS 247

　　SUMMER, 1993

　　以上就是關(guān)于GMAT機(jī)經(jīng)的全部內(nèi)容，考生朋友可以有選擇的看看，最后需要提醒各位的是，GMAT機(jī)經(jīng)雖然會對我們解題有所幫助，但是在考場中即使題目很像也要避免秒選，最后祝大家都能考出好成績。