Disappointment in Decision Making Under Uncertainty

David E. Bell
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David E. Bell: Harvard University, Boston, Massachusetts

Operations Research, 1985, vol. 33, issue 1, 1-27

Abstract: Decision analysis requires that two equally desirable consequences should have the same utility and vice versa. Most analyses of financial decision making presume that two consequences with the same dollar outcome will be equally preferred However, winning the top prize of $10,000 in a lottery may leave one much happier than receiving $10,000 as the lowest prize in a lottery. This paper explores the implications of disappointment, a psychological reaction caused by comparing the actual outcome of a lottery to one's prior expectations, for decision making under uncertainty. Explicit recognition that decision makers may be paying a premium to avoid potential disappointment provides an interpretation for some known behavioral paradoxes, and suggests that decision makers may be sensitive to the manner in which a lottery is resolved. The concept of disappointment is integrated into utility theory in a prescriptive model.

Keywords: 94 reference effects; 852 disappointment as an attribute (search for similar items in EconPapers)
Date: 1985
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Citations: View citations in EconPapers (393)

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