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Hindsight bias leads you to believe that the event you just experienced was predictable, even though it really wasn’t. In other words, you knew all along that things would turn out the way they did. Can you relate this to the phrase "Hindsight is 20/20" now? 
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Mapping knowledge domains on managerial overconfidence.

Shiliang Xia1, Jingjing Duan1,2

  • 1School of Economics and Management,Huaiyin Normal University, Huaian, 223001, China.

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|December 12, 2022
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Summary
This summary is machine-generated.

Managerial overconfidence significantly impacts corporate strategy and performance. Bibliometric analysis reveals research trends, key areas, and future directions for this behavioral economics topic.

Keywords:
CEO's overconfidenceCiteSpaceClustering analysisManagerial overconfidenceMapping knowledge domainsVOSviewer

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Area of Science:

  • Behavioral Economics
  • Corporate Finance
  • Management Science

Background:

  • Managerial overconfidence is a key factor influencing corporate strategy and operating performance.
  • Behavioral economics has increasingly focused on understanding managerial overconfidence.
  • Existing research highlights the need for a structured overview of this field.

Purpose of the Study:

  • To analyze the research trends, hotspots, and evolution of managerial overconfidence using bibliometric methods.
  • To identify key publications, institutions, countries, and influential keywords in the field.
  • To propose an integrated research framework and suggest future research directions.

Main Methods:

  • Bibliometric analysis utilizing VOSviewer and CiteSpace software.
  • Analysis of publication and citation trends from 1992 to 2021.
  • Keyword co-occurrence analysis to identify research clusters and hotspots.

Main Results:

  • A significant increasing trend in publications and citations related to managerial overconfidence from 1992-2021.
  • Identification of top-cited papers, journals, institutions, and countries.
  • Clustering of 272 keywords into twelve distinct groups across individual, organizational, and social levels.
  • Categorization of literature measurements and variables into four types.
  • Proposal of an integrated research framework for managerial overconfidence.

Conclusions:

  • The field of managerial overconfidence has experienced distinct growth phases, from preliminary to outbreak periods.
  • Key research hotspots have been identified through highly cited keywords.
  • Future research should focus on refining classification, measurement, multivariate testing, positive paradigms, and cultural distinctions in managerial overconfidence studies.