tailieunhanh - Experimental Business Research II springer 2005 phần 10

Thí nghiệm hành động-Plus-Tư vấn cung cấp cho chúng tôi một cơ hội rất tốt để cố gắng tách biệt các tác động của tư vấn và hành động về hành vi. Lý do là trong một số tình huống đối tượng đã phải đối mặt với những lời khuyên khác nhau từ các hành động của đối tượng ở vòng trước. Ví dụ, trong thí nghiệm hành động-Plus-Tư vấn 83 | 236 Experimental Business Research Vol. II Table 3. Advice Taking in the Action-Plus Advice Experiment Successor Choose A Choose B Predecessor Cutoff - Cutoff Cutoff 0 Action A Advice B 13 33 6 Action B Advice A 17 7 7 The Action-Plus-Advice experiment provides us with an extremely good opportunity to try separating the impact of advice and action on behavior. The reason is that in a number of situations subjects were faced with advice that was different from the action taken by the subject in the previous round. For example in the Action-Plus-Advice experiment 83 out of the 525 decisions excluding the first decision turn percent were made under circumstances where the advice offered was different from the action observed in the previous period. If when these situations occurred subjects chose to follow the advice of their predecessors rather than copying their action we would interpret this as indicating that advice was more influential than action. To pursue this line of inquiry consider the choice of a negative cutoff as indicating a preference for the A choice and the choice of a positive cutoff as a preference for the B choice. If the advice and action of a predecessor subject differ then two cases can be observed. The predecessor chooses A and advises B or the predecessor chooses B and advises A. Based on either of these occurring the successor subject could choose to set either a negative cutoff a higher probability of taking action A or a positive one a higher probability of taking action B . This defines four contingencies as depicted in Table 3. Table 3 shows that when the advice and action of one s predecessor differ successors are far more likely to choose an action consistent with the received advice than the observed action. For example in percent of the cases where the advice offered differs from the action subjects chose to follow the advice they received rather than imitate their predecessor s action while