Abstract : A contingency model for the selection of decision strategies was described and tested. This model suggests that when decisions are more significant, the decision cannot be reversed, and the decision maker is responsible for his actions, then the decision strategy will be more analytic and result in a greater investment of time and effort than when the opposite conditions are true. Three studies tested and supported these assumptions. The results are discussed in terms of their implications for the further development of this particular model and for the field of decision making in general. (Author)
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