风险偏好为什么是不稳定的？——后悔调节风险偏好的理论探索

Emotion is one of the most popular spots in recent decision making research, while regret is always being considered as the most relevant emotion with decision making. Current article firstly reviewed the literature of regret theory to date to profile the relation between regret and decision making under uncertainty through three mainlines: experienced regret, anticipated regret and regret orientation, respectively. And then, based on the theory of regret regulation raised by Zeelenberg recently, we came up with a theory of risk preference regulated by regret. Then three studies were conducted under the current framework, by using experiment, survey, and quasi experiment design. The major findings were below: In study 1, when playing ultimatum game, risk preference in decision making can be determined by experienced regret and anticipated regret of risk aversion, which made individual risk taking; In study 2, survey showed that risk orientation was negatively related with risk taking (health/safety, recreational and social); In study 3, when asked the Asian Disease Problem, risk preference can be determined by the coherence of the risk preference between the past decision and the current alternative. Individuals much more like alternative with the same risk preference of the past decision. A two way interaction was found, regret orientation, as a personality, was found as a moderator. Individuals with high regret orientation were more sensitive to the coherence of the risk preference than those with low regret orientation. Three studies provide fruitful evidences for the theory of risk preference regulated by regret in different prospective, show us the function of regret in decision making.

企业经营风险决策的组织行为学研究

This thesis has investigated the risk preferences of the Chinese company managers in kinds of simulated decision situations and their perceptions of risk concerning types of business decisions. Four studies are conducted: Study I is utility analysis. 214 company managers and 46 middle - school headmasters have responded to Utility Measurement Survey. The results indicate: (1) The risk preferences of the managers vary in the different decision situations. In most of the situations, most of the managers are risk aversion; In few situations, they are risk-seeking. (2) In some of the decision situations, there are significant differences on risk preference between business managers and school headmasters, male managers and female managers, senior managers and junior managers, managers with high qualifications and managers with low qualifications, non-state-owned firms' managers and state-owned firms' managers, medium-small sized firms' managers and large-sized firms' managers. In the other situations there aren't significant differences between them. (3) In all of the decision situations, so significant differences on risk preference are found among managers with different marriage, experience, age and education. Study II is risky decision simulation. The Risky Decision Situations Simulation Survey is administered to 82 company managers. The result indicates that firm culture, business condition, survival limit and risk preference of the superior influence the managers' risk decision-making behavior. Study III is perceptions of business decision risks. 68 company managers have filled in Decision Cases Risk Perception Inventory. The results indicate: (1) Inaccurate market analysis and prediction, instable politics and the changes of economic policy are the more risky elements to strategy decision. (2) Erroneous market analysis and prediction, appearance of new technology and the changes of market demands are the more risky elements to investment decision. (3) Poor quality control, backward technology and too large stocks are the more risky elements to production decision. (4) Shortage of development fund, wrong choice in development project and limitation of the development ability are the more risky elements to new production development decision. (5) No payment of the foreign partner's capital, the changes of national relevant policy, difficulty in marketing, too high selling prices of foreign partner's equipments are the more risky elements to joint-venture decision. (6) Unfamilarity with oneself and misjudgement in qualification of oneself are the more risky elements to personnel decision. (7) Bad market of the product, defects in product quality and the changes of consumers demands are the more risky elements to marketing decision. (8) Wrong strategy and ambiguous goals are the more risky elements to public relation decision. (9) Violation of the law, ambiguous goals and poor creation are the more risky elements to advertisement decision. (10) Deterioration of diplomatic relations, unsuitable products for foreign consumers and unfamilarity with foreign market are the more risky elements to international business decision. Study IV is structured interview. 5 company managers have answered all questions of the Interview Questionnaire. The results indicate: (1) The managers think that risks are the possible unfavourable consequences of decisions; (2) The self-ratings of the managers coordinate with the results of utility measurement; (3) The managers admit that risks always accompany bussiness decision; (4) Individual difference is found among managers on risk perception. This thesis has also pointed out the important implications of the research and discussed several further questions.