Some environments constrain the information that managers and decision makers can observe. We examine judgment in <i>censored environments</i> where a constraint, the <i>censorship point</i>, systematically distorts the observed sample. Random instances beyond the censorship point are observed at the...

Averaging estimates is an effective way to improve accuracy when combining expert judgments, integrating group members' judgments, or using advice to modify personal judgments. If the estimates of two judges ever fall on different sides of the truth, which we term bracketing, averaging must...

Due to an error in typesetting, Figures 1-4 and Tables 1-3 were incorrectly labeled as part of this paper in Management Science, Vol. 52, No. 1, January 2006, pp. 111-127. The figures and tables are reprinted correctly below and in the electronic version.

We examine the impact of subjective power on leadership behavior and demonstrate that the psychological effect of power on leaders spills over to impact team effectiveness. Specifically, drawing from the approach/inhibition theory of power, power-devaluation theory, and organizational research...

Many decision makers operate in dynamic environments in which markets, competitors, and technology change regularly. The ability to detect and respond to these regime shifts is critical for economic success. We conduct three experiments to test how effective individuals are at detecting such...