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The Effectiveness of the Cognitive-Style Constraint in Implementing Operations Research Proposals

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  • Jan H. B. M. Huysmans

    (McKinsey & Company, Amsterdam)

Abstract

This paper describes a laboratory experiment designed to test the impact of cognitive style differences between operations researcher and manager on the managerial implementation of operations research recommendations. Three hypotheses are presented and the results of their testing in the experiment are discussed.

Suggested Citation

  • Jan H. B. M. Huysmans, 1970. "The Effectiveness of the Cognitive-Style Constraint in Implementing Operations Research Proposals," Management Science, INFORMS, vol. 17(1), pages 92-104, September.
    • Handle: RePEc:inm:ormnsc:v:17:y:1970:i:1:p:92-104
    DOI: 10.1287/mnsc.17.1.92
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    Cited by:

    1. Jörg Mayer & Robert Winter & Thomas Mohr, 2012. "Situational Management Support Systems," Business & Information Systems Engineering: The International Journal of WIRTSCHAFTSINFORMATIK, Springer;Gesellschaft für Informatik e.V. (GI), vol. 4(6), pages 331-345, December.
    2. Gerrit H. van Bruggen & Ale Smidts & Berend Wierenga, 1998. "Improving Decision Making by Means of a Marketing Decision Support System," Management Science, INFORMS, vol. 44(5), pages 645-658, May.
    3. Asghar Afshar Jahanshahi & Alexander Brem, 2020. "Entrepreneurs in post-sanctions Iran: Innovation or imitation under conditions of perceived environmental uncertainty?," Asia Pacific Journal of Management, Springer, vol. 37(2), pages 531-551, June.
    4. van Bruggen, G.H. & Smidts, A. & Wierenga, B., 2000. "The Powerful Triangle of Marketing Data, Managerial Judgment, and Marketing Management Support Systems," ERIM Report Series Research in Management ERS-2000-33-MKT, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.

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