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Nudge Theory and Decision Making: Enabling People to Make Better Choices
| Content Provider | Semantic Scholar |
|---|---|
| Author | Patil, Vikramsinh Amarsinh |
| Copyright Year | 2020 |
| Abstract | This chapter examines the theoretical underpinnings of nudge theory and makes a case for incorporating nudging into the decision-making process in corporate contexts. Nudging and more broadly behavioural economics have become buzzwords on account of the seminal work that has been done by economists and highly publicized interventions employed by governments to support national priorities. Firms are not to be left behind, however. What follows is extensive documentation of such firms that have successfully employed nudging techniques. The examples are segmented by the nudge recipient, namely managers, employees, and consumers. Firms can guide managers to become better leaders, employees to become more productive, and consumers to stay loyal. However, nudging is not without its pitfalls. It can be used towards nefarious ends and be notoriously difficult to implement and execute. Therefore, nudges should be rigorously tested via experimentation and should be ethically sound. |
| Starting Page | 335 |
| Ending Page | 354 |
| Page Count | 20 |
| File Format | PDF HTM / HTML |
| DOI | 10.4018/978-1-7998-2216-5.ch014 |
| Alternate Webpage(s) | https://www.igi-global.com/viewtitlesample.aspx?id=249275&ptid=235712&t=nudge+theory+and+decision+making:+enabling+people+to+make+better+choices |
| Alternate Webpage(s) | https://doi.org/10.4018/978-1-7998-2216-5.ch014 |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
