Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information

Click here for more information on Marketing Management

Sign In to gain access to subscriptions and/or personal tools.
Journal of Management
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Web of Science (19)
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Pant, P. N.
Right arrow Articles by Starbuck, W. H.
Right arrow Search for Related Content
Social Bookmarking
 Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Innocents in the Forest: Forecasting and Research Methods

P. Narayan Pant

William H. Starbuck

New York University

This article presents guidelines for making forecasts and draws inferences about research techniques.

Inertia produces highly autocorrelated time series in which random events have lasting effects. Such series make it easy to draw incorrect inferences about causal processes. They also make it easy to predict accurately over the short run, using variants of linear extrapolation.

In forecasting, simplicity usually works better than complexity. Complex forecasting methods mistake random noise for information. Moderate expertise proves as effective as great expertise. Linear functions make better judgments than people. Analogous principles probably apply to research.

Three common myths do not stand up to scrutiny: One, using fewer categories does not reduce the effects of observational errors. Two, least-squares regression does not produce reliable findings. Three, better fitting models do not predict better, even in the very short run, if researchers use squared errors to measure fits to historical data and forecasting accuracies. However, better fitting models would predict better if researchers would replace squared-error criteria with more reliable measures.

Journal of Management, Vol. 16, No. 2, 433-460 (1990)
DOI: 10.1177/014920639001600209


Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
Journal of Planning Education and ResearchHome page
S. Rayer
Population Forecast Errors: A Primer for Planners
Journal of Planning Education and Research, June 1, 2008; 27(4): 417 - 430.
[Abstract] [PDF]


Home page
OrganizationHome page
W. H. Starbuck
Shouldn't Organization Theory Emerge from Adolescence?
Organization, August 1, 2003; 10(3): 439 - 452.
[PDF]


Home page
Journal of the Academy of Marketing ScienceHome page
J. T. Mentzer and R. Gomes
Further Extensions of Adaptive Extended Exponential Smoothing and Comparison with the M-Competition
Journal of the Academy of Marketing Science, September 1, 1994; 22(4): 372 - 382.
[Abstract]