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  1. Ambiguity in asset pricing and portfolio choice: a review of the literature. [REVIEW]Massimo Guidolin & Francesca Rinaldi - 2013 - Theory and Decision 74 (2):183-217.
    We survey the literature that has explored the implications of decision-making under ambiguity for financial market outcomes, such as portfolio choice and equilibrium asset prices. This ambiguity literature has led to a number of significant advances in our ability to rationalize empirical features of asset returns and portfolio decisions, such as the failure of the two-fund separation theorem in portfolio decisions, the modest exposure to risky securities observed for a majority of investors, the home equity preference in international portfolio diversification, (...)
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  • Higher order probabilities.Zoltan Domotor - 1981 - Philosophical Studies 40 (1):31 - 46.
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  • Decision making under uncertainty: Starr's Domain criterion.G. O. Schneller & G. P. Sphicas - 1983 - Theory and Decision 15 (4):321-336.
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  • Metaphors, Stories, Models: A Unified Account of Decisions.Johannes M. Lehner - 2002 - Philosophy of Management 2 (1):35-46.
    Making decisions, as Peter Drucker put it, ‘is the specific executive task’.2 But the situations in which managers decide can differ sharply. Some involve risk, uncertainty or lack of predictability while others lack clear structure and present decision-makers with ambiguity in some form. And yet, in spite of much research, we still have no unified account to explain how managers make decisions let alone to help them decide effectively. Different research streams specialise in different aspects of judgement and decisionmaking (JDM) (...)
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  • Personal probabilities of probabilities in the case of sampling without replacement.A. I. Dale - 1980 - Theory and Decision 12 (1):75-77.
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  • Ambiguity and uncertainty in probabilistic inference.Hillel J. Einhorn & Robin M. Hogarth - 1985 - Psychological Review 92 (4):433-461.
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  • Metaphors, Stories, Models: A Unified Account of Decisions.Johannes M. Lehner - 2002 - Philosophy of Management 2 (1):35-46.
    Making decisions, as Peter Drucker put it, ‘is the specific executive task’.2 But the situations in which managers decide can differ sharply. Some involve risk, uncertainty or lack of predictability while others lack clear structure and present decision-makers with ambiguity in some form. And yet, in spite of much research, we still have no unified account to explain how managers make decisions let alone to help them decide effectively. Different research streams specialise in different aspects of judgement and decisionmaking (JDM) (...)
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  • Expected Utility with Ambiguous Probabilities and 'Irrational' Parameters.GÜnter Franke - 1978 - Theory and Decision 9 (3):267.
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