Abstract

One form of inertia is the tendency to repeat the last decision irrespective of the obtained outcomes while making decisions from experience (DFE). A number of computational models based upon the Instance-Based Learning Theory, a theory of DFE, have included different inertia implementations and have shown to simultaneously account for both risk-taking and alternations between alternatives. The role that inertia plays in these models, however, is unclear as the same model without inertia is also able to account for observed risk-taking quite well. This paper demonstrates the predictive benefits of incorporating one particular implementation of inertia in an existing IBL model. We use two large datasets, estimation and competition, from the Technion Prediction Tournament involving a repeated binary-choice task to show that incorporating an inertia mechanism in an IBL model enables it to account for the observed average risk-taking and alternations. Including inertia, however, does not help the model to account for the trends in risk-taking and alternations over trials compared to the IBL model without the inertia mechanism. We generalize the two IBL models, with and without inertia, to the competition set by using the parameters determined in the estimation set. The generalization process demonstrates both the advantages and disadvantages of including inertia in an IBL model.

Highlights

  • MODEL CALIBRATION AND EVALUATION OF INERTIA The IBL model is compared with the IBL-Inertia model for their ability to account for both the proportion of risk-taking (R-rate) and alternations (A-rate) across trials

  • Some computational models of decisions from experience (DFE) do not include any inertia assumptions and are still able to account for the observed risktaking behavior (Lejarraga et al, 2012)

  • A number of recent computational models have included some form of inertia to account for observed DFE (Erev et al, 2010a; Gonzalez and Dutt, 2011; Gonzalez et al, 2011)

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Summary

Introduction

People’s reliance on inertia, the tendency to repeat the last decision irrespective of the obtained outcomes (successes or failures), has been documented in literature concerning managerial and organizational sciences as well as behavioral sciences (Samuelson, 1994; Reger and Palmer, 1996; Hodgkinson, 1997; Tripsas and Gavetti, 2000; Gladwell, 2007; Biele et al, 2009; Gonzalez and Dutt, 2011; Nevo and Erev, 2012). Inertia acts like a status quo bias and helps to account for the commonly observed phenomenon whereby managers fail to update and revise their understanding of a situation when it changes, a phenomenon that acts as a psychological barrier to organizational change (Reger and Palmer, 1996; Tripsas and Gavetti, 2000; Gladwell, 2007). In these situations, inertia is generally believed to have a negative effect on decision making (Sandri et al, 2010). In DFE, researchers have studied both the risk-taking behavior and alternations between alternatives in repeated binary-choice tasks, where decision makers consequentially choose between risky and safe alternatives repeatedly (Samuelson, 1994; Börgers and Sarin, 2000; Barron and Erev, 2003; Erev and Barron, 2005; Biele et al, 2009; Hertwig and Erev, 2009; Erev et al, 2010a; Gonzalez and Dutt, 2011; Nevo and Erev, 2012)

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