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| Author: | O'Keefe, R. M. |
| Title: | The implications of cognitive-style findings for operational research |
| Journal: | Journal of the Operational Research Society
1989 : MAY, VOL. 40:5, p. 415-422 |
| Index terms: | OPERATIONAL RESEARCH MANAGEMENT DECISION MAKING THINKING MANAGERS |
| Language: | eng |
| Abstract: | Cognitive style refers to differences that can be observed in individuals owing to their differing inherent cognitive structures. In the past, there has been a considerable amount of research into the effect of cognitive style on managerial decision-making. But there has been little or no attempt, however, to relate what has been learnt about cognitive style to operational research in general, and so-called soft operational research in particular. The findings of cognitive-style research are reviewed from the perspective of operational research, a number of useful inferences concerning the matching of operational research aids to managers is drawn, and the implications of these findings for operational research are derived. |
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