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Cognitive biases of the human mind significantly influence the human decision-making process. However, they are often neglected in modeling selection behaviors and hence deemed irrational. Here, we introduce a cognitive quantum-like approach for modeling human biases by simulating society as a quantum system and using a Quantum-like Bayesian network (QBN) structure. More specifically, we take inspiration from the electric field to improve our recent entangled QBN approach to model the initial bias due to unequal probabilities in parent nodes. Entangled QBN structure is particularly suitable for modeling bias behavior due to changing the state of systems with each observation and considering every decision-maker an integral part of society rather than an isolated agent. Hence, biases caused by emotions between agents or past personal experiences are also modeled by the social entanglement concept motivated by entanglement in quantum physics. In this regard, we propose a bias potential function and a new quantum-like entanglement witness in Hilbert space to introduce a biased variant of the entangled QBN (BEQBN) model based on quantum probability. The predictive BEQBN is evaluated on two well-known empirical tasks. Results indicate the superiority of the BEQBN by achieving the first rank compared to classical BN and six QBN approaches and presenting more realistic predictions of human behaviors.
Cognitive biases of the human mind significantly influence the human decision-making process. However, they are often neglected in modeling selection behaviors and hence deemed irrational. Here, we introduce a cognitive quantum-like approach for modeling human biases by simulating society as a quantum system and using a Quantum-like Bayesian network (QBN) structure. More specifically, we take inspiration from the electric field to improve our recent entangled QBN approach to model the initial bias due to unequal probabilities in parent nodes. Entangled QBN structure is particularly suitable for modeling bias behavior due to changing the state of systems with each observation and considering every decision-maker an integral part of society rather than an isolated agent. Hence, biases caused by emotions between agents or past personal experiences are also modeled by the social entanglement concept motivated by entanglement in quantum physics. In this regard, we propose a bias potential function and a new quantum-like entanglement witness in Hilbert space to introduce a biased variant of the entangled QBN (BEQBN) model based on quantum probability. The predictive BEQBN is evaluated on two well-known empirical tasks. Results indicate the superiority of the BEQBN by achieving the first rank compared to classical BN and six QBN approaches and presenting more realistic predictions of human behaviors.
As part of institutional changes toward more responsible capitalism, firms increasingly articulate a purpose beyond simply profit as a central tenet of their governance. Management scholarship has noted the potential advantages of such purpose-focus for stakeholder trust. However, some consumers, employees, and shareholders have expressed skepticism about the veracity of firms’ purpose claims and raised concerns about purpose-washing. We propose two distinct influence pathways—one cognitive, one affect-based—by which corporate purpose can influence stakeholder trust. First, purpose constitutes a signal of firm intent and quality that expresses a firm’s public, enduring commitments. It fosters cognitive trust by providing clarity and assurance regarding the firm’s future conduct, allowing stakeholders to better calculate relational and reputational risk and the instrumental value of exchange—even when they do not share the firm’s prosocial mission, principles for stakeholder relations, or its conception of virtues. Second, purpose presents a moral appeal to stakeholders. This appeal can stimulate positive affective responses, activate stakeholders’ hedonic and eudaemonic motives tied to their moral identity, and thus provide intuitive cues to trust the firm. By sharply delineating the pathways by which purpose can shape interorganizational trust, we not only illuminate how purpose can yield trust benefits but also when it is ineffectual and causes stakeholder backlash. This clarifies the role of purpose in shaping relational governance and multistakeholder cooperation and contributes to research on strategic and moral commitments as foundations of interorganizational trust. History: This paper has been accepted for the Strategy Science Special Issue on Corporate Purpose.
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