Today's business environment provides tougher competition than ever before, stressing the important role played by information and forecasts in decision-making. The scenario method has been popular for focused organizational learning, decision making and strategic thinking in business contexts, and yet, its use in communicating forecast information and advice has received little research attention. This is surprising since scenarios may provide valuable tools for communication between forecast providers and users in organizations, offering efficient platforms for information exchange via structured storylines of plausible futures. In this paper, we aim to explore the effectiveness of using scenarios as channels of forecast advice. An experimental study is designed to investigate the effects of providing scenarios as forecast advice on individual and group-based judgmental predictions. Participants are given time series information and model forecasts, along with (i) best-case, (ii) worst-case, (iii) both, or (iv) no scenarios. Different forecasting formats are used (i.e., point forecast, best-case forecast, worst-case forecast, and surprise probability), and both individual predictions and consensus forecasts are requested. Forecasts made with and without scenarios are compared for each of these formats to explore the potential effects of providing scenarios as forecast advice. In addition, group effects are investigated via comparisons of composite versus consensus predictions. The paper concludes with a discussion of results and implications for future research on scenario use in forecasting.
W e study and compare decision-making behavior under the newsvendor and the two-class revenue management models, in an experimental setting. We observe that, under both problems, decision makers deviate significantly from normative benchmarks. Furthermore, revenue management decisions are consistently higher compared to the newsvendor order quantities. In the face of increasing demand variability, revenue managers increase allocations; this behavior is consistent with normative patterns when the ratio of the selling prices of the two customer segments is less than 1/2, but is its exact opposite when this ratio is greater than 1/2. Newsvendors' behavior with respect to changing demand variability, on the other hand, is consistent with normative trends. We also observe that losses due to leftovers weigh more in newsvendor decisions compared to the revenue management model; we argue that overage cost is more salient in the newsvendor problem because it is perceived as a direct loss, and propose this as the driver of the differences in behavior observed under the two problems.
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