“Motives, attitudes, and expectations of consumers and businessmen play a significant role in determining spending, saving, and investing and that modern psychology provides conceptual as well as methodological tools for the investigation of economic behavior.”

George Katona, Psychological economics. Elsevier, 1975.

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George Katona4

American psychologist 1901–1981

George Katona (1901–1981) American psychologist

George Katona, and James N. Morgan (1980). Essays on behavioral economics. Univ of Michigan Survey Research. p. 3

“Keynes didn’t make an all-out assault on Economic Man, but he often resorted to plausible psychological theorizing rather than careful analysis of what a rational decision-maker would do. Business decisions were driven by “animal spirits,” consumer decisions by a psychological tendency to spend some but not all of any increase in income, wage settlements by a sense of fairness, and so on.
But was it really a good idea to diminish the role of Economic Man that much? No, said Friedman, who argued in his 1953 essay “The Methodology of Positive Economics” that economic theories should be judged not by their psychological realism but by their ability to predict behavior. And Friedman’s two greatest triumphs as an economic theorist came from applying the hypothesis of rational behavior to questions other economists had thought beyond its reach.”

Paul Krugman (1953) American economist

"Who Was Milton Friedman?", The New York Review of Books (February 15, 2007)
The New York Review of Books articles

“A framework as it applies to enterprises is simply a logical structure for classifying and organising the descriptive representations of an enterprise that are significant to the management of the enterprise as well as to the development of the enterprise's system [with the aim of] rationalising the carious concepts and specifications in order to provide for clarity of professional communication, to allow for improving and integrating development methodologies and tools, and to establish credibility and confidence in the investment of systems resources.”

John Zachman (1934) American computer scientist

Zachman cited in: Egon Berghout and Dan Remenyi, Egon Berghout (2003) Proceedings of the 10th European Conference on Information Technology Evaluation - 2003. p. 503
In this quote the "framework" refers to the Zachman Framework

“Each sent pressure can be regarded as arousing in the focal person a psychological force of some magnitude and direction. Such forces will be called role forces. This is not to say that these motivational role forces are identical in magnitude and direction with the role pressures which evoked them. Especially when role pressures are seen as illegitimate or coercive, they may arouse strong resistance forces which lead to outcomes different from or even opposite to the expected behavior. Pressures to increase production rates sometimes result in slowdowns. Moreover, every person is subject to a variety of psychological forces in addition to those stimulated by pressures from his role set in the work situation. Role pressures are thus only a partial determinant of behavior on the job. In addition, to the motivational forces aroused by role pressures, there are important internal sources of motivation for role performance. One of these stems from the intrinsic satisfaction derived from the content of the role.”

Robert L. Kahn (1918–2019) American psychologist

Source: Organizational stress: Studies in role conflict and ambiguity, 1964, p. 16-17

“Explaining economic growth - The achievement motive : how it is measured and its economics effects - Achieving societies in the modern world - Achieving societies in the past - Other psychological factors in economic development - Entrepreneurial behavior - Characteristics of entrepreneurs - The spirit of Hermes - Sources of n achievement - Accelerating economic growth.”

David C. McClelland (1917–1998) American psychological theorist

Book abstract
The Archiving Society, 1961

“Ability is what you're capable of doing. Motivation determines what you do. Attitude determines how well you do it.”

Lou Holtz (1937) American college football coach, professional football coach, television sports announcer

Variant: Your talent determines what you can do. Your motivation determines how much you are willing to do. Your attitude determines how well you do it.