Cognitive Style and the Acceptance of Management Science Recommendations

Robert H. Doktor
Robert H. Doktor
State University of New York at Binghamton and The Institute of Management, Berlin
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,
William F. Hamilton
William F. Hamilton
Wharton School of Finance and Commerce, University of Pennsylvania
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Robert H. Doktor

State University of New York at Binghamton and The Institute of Management, Berlin

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William F. Hamilton

Wharton School of Finance and Commerce, University of Pennsylvania

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Published Online:1 Apr 1973https://doi.org/10.1287/mnsc.19.8.884

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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Volume 19, Issue 8

April 1973

Pages 841-971

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Published Online:April 01, 1973

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Robert H. Doktor, William F. Hamilton, (1973) Cognitive Style and the Acceptance of Management Science Recommendations. Management Science 19(8):884-894.

https://doi.org/10.1287/mnsc.19.8.884

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Cognitive Style and the Acceptance of Management Science Recommendations

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Volume 19, Issue 8

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