Cognitive Style and the Acceptance of Management Science Recommendations

Robert H. Doktor and William F. Hamilton
Additional contact information
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

Management Science, 1973, vol. 19, issue 8, 884-894

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.

Date: 1973
References: Add references at CitEc
Citations: View citations in EconPapers (7)

Downloads: (external link)
http://dx.doi.org/10.1287/mnsc.19.8.884 (application/pdf)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:inm:ormnsc:v:19:y:1973:i:8:p:884-894

Access Statistics for this article

More articles in Management Science from INFORMS Contact information at EDIRC.
Bibliographic data for series maintained by Chris Asher ().