This research investigates the continuum of choice--unseen, unanticipated causes and consequences of consumer decisions. Three essays investigate hidden factors that influence the choices we make, subtle ways to affect choice at the moment of execution, and the overlooked signals that our choices convey (correctly or incorrectly) about us to others. Essay one investigates the perverse tendency to hope for the worst: when faced with a difficult decision (e.g., whether or not to have surgery), people can paradoxically feel subjectively better with--and even actively prefer--objectively worse but certain news (e.g., "95% chance of a disease") over objectively better but more uncertain news (e.g., "50% chance of a disease"). This, in turn, has the potential to meaningfully change people's subsequent choices and preferences in unexpected ways. Essay two examines a subtle intervention to change people's decisions about engagement levels: arbitrarily grouping discrete tasks or items together as part of an apparent "set" motivates people to reach perceived completion points--or finish a pseudo-set--even in the absence of extrinsic incentives. Essay three explores the judgments people make after observing others' choices; specifically, upon learning of someone's choice of one option, people erroneously believe that person must dislike dissimilar options, leading to a pervasive and systematic prediction error.

This book examines issues and implications of digital and social media marketing for emerging markets. These markets necessitate substantial adaptations of developed theories and approaches employed in the Western world. The book investigates problems specific to emerging markets, while identifying new theoretical constructs and practical applications of digital marketing. It addresses topics such as electronic word of mouth (eWOM), demographic differences in digital marketing, mobile marketing, search engine advertising, among others. A radical increase in both temporal and geographical reach is empowering consumers to exert influence on brands, products, and services. Information and Communication Technologies (ICTs) and digital media are having a significant impact on the way people communicate and fulfil their socio-economic, emotional and material needs. These technologies are also being harnessed by businesses for various purposes including distribution and selling of goods, retailing of consumer services, customer relationship management, and influencing consumer behaviour by employing digital marketing practices. This book considers this, as it examines the practice and research related to digital and social media marketing.

A reference guide to geography education. Entries, arranged alphabetically, cover: government legislation and reports; famous geography educators; resources; research findings; movements, trends, debates and issues; organizations; and key concepts. An analytical index helps the reader to choose paths through the book, connecting entries.

Feelings argues for the counter-intuitive idea that feelings do not cause behavior, but rather follow from behavior, and are, in fact, the way that we know about our own bodily states and behaviors. This point of view, often associated with William James, is called self-perception theory. Self-perception theory can be empirically tested by manipulating bodily states and behaviors in order to see if the corresponding feelings are produced. In this volume, James D. Laird presents hundreds of studies, all demonstrating that feelings do indeed follow from behavior. Behaviors that have been manipulated include facial expressions of emotion, autonomic arousal, actions, gaze, and postures. The feelings that have been induced include happiness, anger, fear, romantic love, liking, disliking, hunger, and feelings of familiarity. These feelings do not feel like knowledge because they are knowledge-by-acquaintance, such as the knowledge we have of how an apple tastes, rather than verbal, knowledge-by-description, such as the knowledge that apples are red, round, and edible. Many professional theories of human behavior, as well as common sense, explain actions by an appeal to feelings as causes. Laird argues to the contrary that if feelings are information about behaviors that are already ongoing, feelings cannot be causes and that the whole mechanistic model of human behavior as "caused" in this sense seems mistaken. He proposes an alternative, cybernetic model, involving hierarchically stacked control systems. In this model, feelings provide feedback to the control systems, and in a further elaboration, this model suggests that the stack of control systems matches a similar stack of levels of organization of the world. An original contribution to the study of the relationship between feelings and behavior, the volume will be of interest to social, emotional, and cognitive psychologists.

“How do people make decisions in organizations?” is the question at the core of this book. Do people act rationally? Under what conditions can information and knowledge be shared to improve decision making? Davide Secchi applies concepts and theories from cognitive science, organizational behavior, and social psychology to explore the dynamics of decision making. In particular, he integrates “bounded rationality” (people are only partly rational; they have (a) limited computational capabilities and (b) limited access to information) and “distributed cognition” (knowledge is not confined to an individual, but is distributed across the members of a group) to build upon the pioneering work of Herbert Simon (1916-2001) on rational decision making and contribute fresh insights. This book is divided into two parts. The first part (Chapters 2 to 5) explores how recent studies on biases, prospect theory, heuristics, and emotions provide the so-called “map” of bounded rationality. The second part (Chapter 6 to 8) presents the idea of extendable rationality. In this section, Secchi identifies the limitations of bounded rationality and focuses more heavily on socially-based decision processes and the role of “docility” in teaching, managing, and executing decisions in organizations. The practical implications extend broadly to issues relating to change and innovation, as organizations adapt to evolving market conditions, implementing new systems, and effectively managing limited resources. The final chapter outlines an agenda for future research to help understand the decision making characteristics and capabilities of an organization.