The Comparative Mindset and Managerial Decision Making: Theory Extensions and Boundary Conditions

Activating a comparative mindset not only increases managers’ likelihood of making hypothetical purchases, but also elevates their spending levels in real business decisions. These effects are demonstrated in both lab studies and quasi-experiments evoking the comparative mindset. We also explicate the processes and identify the moderators associated with this effect.



Citation:

Christine Moorman, Alison Jing Xu, and Vivian Yue Qin (2013) ,"The Comparative Mindset and Managerial Decision Making: Theory Extensions and Boundary Conditions", in NA - Advances in Consumer Research Volume 41, eds. Simona Botti and Aparna Labroo, Duluth, MN : Association for Consumer Research, Pages: .

Authors

Christine Moorman, Duke University, USA
Alison Jing Xu, University of Toronto, Canada
Vivian Yue Qin, Duke University, USA



Volume

NA - Advances in Consumer Research Volume 41 | 2013



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