Author： Elangovan A.R.
Publisher： Emerald Group Publishing Ltd
ISSN： 0143-7739
Source： Leadership and Organization Development Journal, Vol.23, Iss.7, 2002-10, pp. : 390-399
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Abstract
Although research on managerial third-party dispute intervention has made considerable progress during the past two decades, an implicit assumption of rationality has permeated the conceptualizing and modeling of such behaviours. This paper explores the role of cognitive biases and heuristics in managerial intervention, and draws out the implications for outcome selection and third party behaviours.
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