Utilizing multi‐dimensionality in the workplace: a meta‐study

Abstract

Purpose

The purpose of this paper is to describe and compare various theoretical models of decision making such as classical rational decision making, left‐brain/right‐brain dominance decision making, utilization of tacit knowledge in decision making, utilization of intuition in decision making, utilization of emotional intelligence in decision making, a systems approach to decision making, and spirit‐based decision making.

Design/methodology/approach

Studies on different modalities of decision making are reviewed, discussed, and compared.

Findings

The traditional assumption of the optimality of rational decision making may be improved by including other dimensions of decision making. It is posited that organizations that encourage and support multi‐dimensional decision making, which utilizes the rational, intuitional, emotional and spiritual aspects of the whole person, develop better management–employee relations, more creative problem solving, and better market place performance.

Research limitations/implications

Development and testing of instruments that measure multi‐dimensional decision making would extend the scope of this study.

Originality/value

This paper compares different styles of decision making to assist the manager in making optimal decisions. By expanding on the traditional rational decision making model to include other dimensions of decision‐making, managers are able to capture additional information in framing their decisions.

Citation

Leonard, B. and Biberman, J. (2007), "Utilizing multi‐dimensionality in the workplace: a meta‐study", Managerial Finance, Vol. 33 No. 12, pp. 935-946. https://doi.org/10.1108/03074350710831710