01512nam a2200169 4500 509532 509532 190513b ||||| |||| 00| 0 eng d Belle, Nicola 5485 Prospect theory goes public: experimental evidence on cognitive biases in public policy and management decisions 2018 p.828-840. This article tests a broad range of cognitive biases branching out from prospect theory in the context of public policy and management. Results illuminate systematic deviations from rationality. In experiments 1 through 5, the framing of outcomes influenced decisions across policy and management domains. In experiment 6, public employees were prone to an anchoring bias when setting standards for responsiveness. Experiment 7 shows that public workers tend to put more effort into activities that affect higher percentages of beneficiaries, even if the absolute number of affected clients is constant. Experiments 8 and 9 suggest that public employees are more likely to stick to a suboptimal status quo as the number of superior alternatives increases. Experiment 10 provides evidence of an asymmetric dominance effect: decisions changed when a decoy was present. This article contributes to behavioral public administration by replicating and extending previous trials. - Reproduced. Public administration 5486 Belardinelli, Paolo 5487 Public Administration Review Public policy ddc AR 0 0 ddc 0 0 383472 IIPA IIPA 2019-05-13 78(6), Nov/Dec, 2018: p.828-840. AR119692 2019-05-13 AR