Recognizing the new
Subtitle: a multi-agent model of analogy in strategic decision-making
By: Giovanni M. Gavetti, Massimo Warglien
Contributors: Warglien, Massimo; Harvard Business School
Series: Working paper / Harvard Business School -- 08-028; Working paper (Harvard Business School) -- 08-028
Publisher: Harvard Business School
Published: 2008
Place of publication: Boston]
Language: eng
Number of pages: 50
Description: In novel environments, strategic decision-making is often premised on analogy, and recognition lies at its heart. Recognition refers to a class of cognitive processes through which a problem is interpreted associatively in terms of something that has been experienced in the past. Despite recognition's centrality to strategic choice, we have limited knowledge of its nature and its influence on strategic decision-making in individuals, much less in the multi-agent settings in which these decisions typically occur. In this paper, we develop a model that extends neural nets techniques to capture recognition processes in groups of decision-makers. We use the model to derive some fundamental properties of collective recognition.
Notes: "October 2007"--Publisher's web site.

Includes bibliographical references.