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Cognitive Style and the Acceptance of Management Science Recommendations

Author

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  • Robert H. Doktor

    (State University of New York at Binghamton and The Institute of Management, Berlin)

  • William F. Hamilton

    (Wharton School of Finance and Commerce, University of Pennsylvania)

Abstract

The effective implementation of management science results depends upon a wide variety of technical and organizational factors. This paper examines the effects of cognitive style in the implementation process. Previous research in cognitive theory and implementation indicates that the nature of the researcher-manager interface may be related to measurable cognitive factors. An experimental study was conducted to investigate the influence of cognitive style and the style of written reports on the acceptance of management science recommendations. Graduate students and practicing managers participated in separate but identical experimental trials. The findings indicate that differences in acceptance rates are due not only to differences in cognitive style, but also to differences in the subject populations.

Suggested Citation

  • Robert H. Doktor & William F. Hamilton, 1973. "Cognitive Style and the Acceptance of Management Science Recommendations," Management Science, INFORMS, vol. 19(8), pages 884-894, April.
    • Handle: RePEc:inm:ormnsc:v:19:y:1973:i:8:p:884-894
    DOI: 10.1287/mnsc.19.8.884
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    Cited by:

    1. Umar Altahtooh & Thamir Alaskar, 2018. "Understanding Relationship between Milestone and Decision-Making in Project Management: A Qualitative Study among Project Managers in Saudi Arabia," International Journal of Business and Management, Canadian Center of Science and Education, vol. 13(8), pages 184-184, June.
    2. Ricardo Mateo, 2006. "The Impact of Absenteeism on the Quality of Assembly Line Production: Is the Value of Worker Experti," Faculty Working Papers 04/06, School of Economics and Business Administration, University of Navarra.
    3. Thomas J. Housel & Waymond Rodgers, 1994. "A Multi‐Stage Model of Decision Bias: Implications for Expert Systems," Intelligent Systems in Accounting, Finance and Management, John Wiley & Sons, Ltd., vol. 3(3), pages 165-186, August.
    4. John W. Boudreau, 2004. "50th Anniversary Article: Organizational Behavior, Strategy, Performance, and Design in Management Science," Management Science, INFORMS, vol. 50(11), pages 1463-1476, November.
    5. Hämäläinen, Raimo P. & Luoma, Jukka & Saarinen, Esa, 2013. "On the importance of behavioral operational research: The case of understanding and communicating about dynamic systems," European Journal of Operational Research, Elsevier, vol. 228(3), pages 623-634.
    6. Rajiv D. Banker & Robert J. Kauffman, 2004. "50th Anniversary Article: The Evolution of Research on Information Systems: A Fiftieth-Year Survey of the Literature in Management Science," Management Science, INFORMS, vol. 50(3), pages 281-298, March.
    7. Eom, Sean B., 1998. "Relationships between the decision support system subspecialities and reference disciplines: An empirical investigation," European Journal of Operational Research, Elsevier, vol. 104(1), pages 31-45, January.

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