---
id: "entity-amos-tversky-daniel-kahneman"
type: "entity"
entityType: "person"
canonicalName: "Amos Tversky and Daniel Kahneman"
aliases: ["Daniel Kahneman", "Amos Tversky", "Kahneman", "Tversky", "Kahneman and Tversky"]
source_timestamps: ["¶5"]
tags: ["psychology", "behavioral-economics"]
related: ["concept-decision-anchoring-in-strategy", "prereq-anchoring-effect"]
sources: ["tail1"]
sourceVaultSlug: "hbr-seg-tail1"
originDay: 1
articleStem: "hbr-tail-108-decision-revolves-around-hq"
sourceUrl: "https://hbr.org/2026/05/what-global-companies-lose-when-decision-making-revolves-around-headquarters"
sourceTitle: "What Global Companies Lose When Decision-Making Revolves Around Headquarters"
---
# Amos Tversky and Daniel Kahneman

## Amos Tversky and Daniel Kahneman

**Role in this source:** *Cited authorities* whose foundational research on the **anchoring** cognitive bias supplies the theoretical mechanism for the article's central argument. (This note bundles the two psychologists as the source cites them jointly for a single idea; canonical individual references are Kahneman's Princeton faculty profile and the Stanford Encyclopedia of Philosophy treatment of the Tversky–Kahneman program.)

**Profile:** Cognitive psychologists whose joint work on **heuristics and biases** — including anchoring, availability, and representativeness — transformed behavioral economics and decision science. Kahneman is a Nobel laureate; his synthesis *Thinking, Fast and Slow* popularized these findings.

**How Livermore uses them:** Their anchoring research explains why the first idea introduced in a corporate discussion (usually by HQ) becomes the reference point against which all subsequent ideas are evaluated — the basis of [[concept-decision-anchoring-in-strategy]], the prerequisite [[prereq-anchoring-effect]], and the claim [[claim-input-timing-matters]].

**Enrichment:** Anchoring is one of the most replicated findings in judgment-and-decision-making research, making this one of the article's most firmly grounded borrowings.