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Cognitive Style and the Acceptance of Management Science Recommendations

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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)

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    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.

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    File URL: http://dx.doi.org/10.1287/mnsc.19.8.884
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    Bibliographic Info

    Article provided by INFORMS in its journal Management Science.

    Volume (Year): 19 (1973)
    Issue (Month): 8 (April)
    Pages: 884-894

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    Handle: RePEc:inm:ormnsc:v:19:y:1973:i:8:p:884-894

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    Cited by:
    1. Ricardo Mateo, . "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.
    2. 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.
    3. 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.

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