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dc.contributor.authorde Langhe, Bart
dc.contributor.authorPuntoni, Stefano
dc.date.accessioned2022-10-28T03:26:34Z
dc.date.available2022-10-28T03:26:34Z
dc.date.issued2021en_US
dc.identifier.issn1532-9194
dc.identifier.urihttp://hdl.handle.net/20.500.12127/7137
dc.description.abstractData-driven decision-making has been hailed as an antidote to the biases of human intuition. Companies have more data than ever, but surveys cast doubt on the effectiveness of data-driven decisions in organizations. The majority of executives say their data analytics initiatives produce disappointing results, and only about a quarter of executives say their data analytics projects produce actionable insights. There is a clue to the problem in the name “data-driven decision-making.” It’s data-driven.en_US
dc.language.isoenen_US
dc.publisherSloan Management Review Associationen_US
dc.subjectData-Drivenen_US
dc.titleWhat leaders get wrong about data-driven decisionsen_US
dc.identifier.journalMIT Sloan Management Reviewen_US
dc.source.issueSpringen_US
dc.identifier.eissn1532-8937
vlerick.knowledgedomainMarketing & Salesen_US
vlerick.typearticleFT ranked journal article  en_US
vlerick.vlerickdepartmentMKTen_US
dc.identifier.vperid300832en_US


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