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The process-performance paradox in expert judgment - How can experts know so much and predict so badly?
0 references·16 citing·52 second hopsampled
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  • 1996EXPERT AND EXCEPTIONAL PERFORMANCE: Evidence of Maximal Adaptation to Task Constraints2,136 cited
  • 1994Expert performance: Its structure and acquisition.2,072 cited
  • 2006The Influence of Experience and Deliberate Practice on the Development of Superior Expert Performance1,629 cited
  • 2008Stubborn Reliance on Intuition and Subjectivity in Employee Selection496 cited
  • 2016Looking Across and Looking Beyond the Knowledge Frontier: Intellectual Distance, Novelty, and Resource Allocation in Science483 cited
  • 2008Determinants of linear judgment: A meta-analysis of lens model studies.355 cited
  • 2005Knowing What to Do and Doing What You Know330 cited
  • 2011Expert Status and Performance315 cited
  • 2003VCs' decision processes291 cited
  • 2010Erratic strategic decisions: when and why managers are inconsistent in strategic decision making289 cited
  • 2007Giftedness and evidence for reproducibly superior performance: an account based on the expert performance framework282 cited
  • 2002Prior Knowledge and Complacency in New Product Learning279 cited
  • 2001Limits of Knowledge and the Limited Importance of Trust

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270 cited
  • 2010Are philosophers expert intuiters?246 cited
  • 2006Using advice from multiple sources to revise and improve judgments244 cited