Cognitive Style and the Acceptance of Management Science Recommendations

Robert H. Doktor

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Decision-Making and Behavioral Economics Learning Styles and Cognitive Differences Complex Systems and Decision Making

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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1955Personality through Perception 1966Modes of Thinking in Young Children 1965The Researcher and The Manager: A Dialectic of Implementation

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