journal article
Variations in Decision Makers' Use of Information Sources: The Impact of Quality and Accessibility of InformationThe Academy of Management Journal
Vol. 25, No. 4 (Dec., 1982)
, pp. 756-771 (16 pages)
Published By: Academy of Management
//doi.org/10.2307/256097
//www.jstor.org/stable/256097
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Abstract
Variations in the reported frequency of use of four information sources by decision makers was investigated. Although the perceived quality of information available for decision making was related to the rated importance of information sources, reported frequency of use was found to be primarily a function of the rated accessibility of the sources.
Journal Information
The Academy of Management Journal presents cutting edge research that provides readers with a forecast for new management thoughts and techniques. All articles published in the journal must make a strong empirical and/or theoretical contribution. All empirical methods including (but not limited to) qualitative, quantitative, or combination methods are represented. Articles published in the journal are clearly relevant to management theory and practice and identify both a compelling practical management issue and a strong theoretical framework for addressing it. For more than 40 years the journal has been recognized as indispensable reading for management scholars. The journal has been cited in such forums as The Wall Street Journal, The New York Times, The Economist and The Washington Post. The journal is published six times per year with a circulation of 15,000.
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The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging.
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Decision making is the process of making choices by identifying a decision, gathering information, and assessing alternative resolutions. Using a step-by-step decision-making process can help you make more deliberate, thoughtful decisions by organizing relevant information and defining alternatives. This approach increases the chances that you will choose the most satisfying alternative possible. Download the PDF You realize that you need to make a decision. Try to clearly define the nature of the decision you must make. This first step is very important. Collect some pertinent information before you make your decision: what information is needed, the best sources of information, and how to
get it. This step involves both internal and external “work.” Some information is internal: you’ll seek it through a process of self-assessment. Other information is external: you’ll find it online, in books, from other people, and from other sources. As you collect information, you will probably identify several possible paths of action, or alternatives. You can also use your imagination and additional information to construct new alternatives. In
this step, you will list all possible and desirable alternatives. Draw on your information and emotions to imagine what it would be like if you carried out each of the alternatives to the end. Evaluate whether the need identified in Step 1 would be met or resolved through the use of each alternative. As you go through this difficult internal process, you’ll begin to favor certain alternatives: those that seem to have a higher potential for reaching your
goal. Finally, place the alternatives in a priority order, based upon your own value system. Once you have weighed all the evidence, you are ready to select the alternative that seems to be best one for you. You may even choose a combination of alternatives. Your choice in Step 5 may very likely be the same or similar to the alternative you placed at the top of your list at the end of Step 4. You’re now ready to
take some positive action by beginning to implement the alternative you chose in Step 5. In this final step, consider the results of your decision and evaluate whether or not it has resolved the need you identified in Step 1. If the decision has not met the identified need, you may want to repeat certain steps of the process to make a new decision. For example, you might want to gather more detailed or somewhat
different information or explore additional alternatives.Step 1: Identify the decision
Step 2: Gather relevant information
Step 3: Identify the alternatives
Step 4: Weigh the evidence
Step 5: Choose among alternatives
Step 6: Take action
Step 7: Review your decision & its consequences