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Many daily purchase decisions, such as choosing the best deal, require the integration of various kinds of information. In most commercial scenarios the consumer has to manage and compare numerical information. The present study is driven by an important research question: “in a commercial scenario with a high numerical component, is numerical ability (e.g. numeracy) the only factor that influences the accuracy of decisions?”. The aim of the present paper is to understand if cognitive reflection drives the problem-solving process in these contexts. We examined attentional aspects by measuring eye movements using an SR Research Eye Link 1000 eye tracking device belonging to The Consumer Neuroscience Laboratory (ncLab) located at The University of Trento.

Neurosciences --- Cognitive science --- Consumer decision-making --- eye-tracking --- visual attention --- information processing --- numeracy --- cognitive reflection --- Consumer decision-making --- eye-tracking --- visual attention --- information processing --- numeracy --- cognitive reflection

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• Reference Manager
• EndNote
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Many daily purchase decisions, such as choosing the best deal, require the integration of various kinds of information. In most commercial scenarios the consumer has to manage and compare numerical information. The present study is driven by an important research question: “in a commercial scenario with a high numerical component, is numerical ability (e.g. numeracy) the only factor that influences the accuracy of decisions?”. The aim of the present paper is to understand if cognitive reflection drives the problem-solving process in these contexts. We examined attentional aspects by measuring eye movements using an SR Research Eye Link 1000 eye tracking device belonging to The Consumer Neuroscience Laboratory (ncLab) located at The University of Trento.

Consumer decision-making --- eye-tracking --- visual attention --- information processing --- numeracy --- cognitive reflection

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• Reference Manager
• EndNote
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How do interacting decision-makers make strategic choices? If they’re rational and can somehow predict each other’s behavior, they may find themselves in a Nash equilibrium. However, humans display pervasive and systematic departures from rationality. They often do not conform to the predictions of the Nash equilibrium, or its various refinements. This has led to the growth of behavioral game theory, which accounts for how people actually make strategic decisions by incorporating social preferences, bounded rationality (for example, limited iterated reasoning), and learning from experience. This book brings together new advances in the field of behavioral game theory that help us understand how people actually make strategic decisions in game-theoretic situations.

Economics, finance, business & management --- social preferences --- third-party punishment --- cognitive reflection ability --- intuition --- reflection --- dictator game --- ultimatum game --- potential games --- social welfare --- risk dominance --- payoff dominance --- innovation diffusion --- externalities --- decomposition --- strategic communication --- two-stage games --- pareto efficient equilibria --- belief formation --- learning --- behavioral game theory --- case-based decision theory --- level-k reasoning --- guessing game --- cognitive load --- endogenous depth of reasoning --- strategic thinking --- social preferences --- third-party punishment --- cognitive reflection ability --- intuition --- reflection --- dictator game --- ultimatum game --- potential games --- social welfare --- risk dominance --- payoff dominance --- innovation diffusion --- externalities --- decomposition --- strategic communication --- two-stage games --- pareto efficient equilibria --- belief formation --- learning --- behavioral game theory --- case-based decision theory --- level-k reasoning --- guessing game --- cognitive load --- endogenous depth of reasoning --- strategic thinking