Purpose – The purpose of this paper is to analyse the influences of different types of knowledge and theirinherent dynamics on the effectiveness of the decision-making (DM) process. Knowledge dynamics (KD) isenvisioned through the lens of the knowledge fields theory while effective DM process is objectivised viaorganisational appreciation and reward, higher business performance, sustainable partnerships andmanagerial satisfaction with previous achievements.Design/methodology/approach– A questionnaire-based survey was conducted with 275 middle managersfrom companies operating in the business consulting field. The conceptual and structural model was testedusing the partial least squares structural equation modelling technique.Findings – The study advances novel insights into the significant positive influences of various knowledgefields on KD on the DM process within real-life business environments. Even though rational knowledge exertsa noteworthy effect on DM, its influence is exceeded by the KD, which proves that integrating emotional andspiritual knowledge in the decisional equation may become a pivotal input to making good managerialdecisions regardless of the level of regulation and standardisation in the field.Research limitations/implications – The research relied on threefold knowledge fields as predictors forthe DM process, thus providing a starting point for the development of more complex models.Originality/value– The study emerges as a groundbreaking approach via the integration and application ofthe knowledge fields theory within a more comprehensive and empirical outlook on the DM process.Simultaneously, it places DM beyond the unidimensional outcomes of rationality and intuition by urging itsintricate and interactional nature.
|Numero di pagine||18|
|Stato di pubblicazione||Published - 2021|
All Science Journal Classification (ASJC) codes
- Management Science and Operations Research