The article discusses how decisions made by organizations can be influenced by the expected outcomes, leading to biased results in management research. The researchers review existing literature and highlight the importance of correcting for self-selection bias in empirical studies. They show that many studies in management have not properly addressed this issue, leading to potentially flawed findings. By using data on M&A investments and rival-firm reactions, the researchers demonstrate different techniques to correct for selection-effects, showing the tradeoffs involved in each approach.