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| Author: | Hough, J. R. Ogilvie, D. T. |
| Title: | An empirical test of cognitive style and strategic decision outcomes |
| Journal: | Journal of Management Studies
2005 : MAR, VOL. 42:2, p. 417-448 |
| Index terms: | Cognitive processes Decision making Efficiency Managers Quality Simulation |
| Language: | eng |
| Abstract: | This study explores how cognitive style affects strategic decision outcomes. Executives took part in a simulated strategic decision making environment that allowed controlled collection of decision outcomes, including manager decisiveness, decision quality and perceived efficiency. The findigs indicate that intuiting/thinking managers use their intuition to make cognitive leaps based on objective information to make more decisions of higher quality than the others. Sensing/feeling types, on the contrary, used time to seek socially acceptable decisions, which led to the lowest number of decisions and the lowest perceived efficiency of all. It was also shown that extraverted managers were no more decisive than introverted managers, although others regarded them as more decisive. |
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