This analysis demonstrates how analogy aids non-expert decision-making, suggesting insights into entrepreneurial success and expertise transfer.
Current thinking suggests that fast, comprehensive decision-making is a characteristic of certain decision-makers. Expert models explain much of this behavior; however, they can not explain the success of some entrepreneurs and transferring executives. This work uses theories of expertise, similarity, and analogy to explain how some non-experts can perform like experts.
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Daniel M. Eveleth (2016) studied this question.
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