COGNITIVE STYLE AND THE USEFULNESS OF INFORMATION*
通过实验发现，在并购决策中，不同认知风格的决策者偏好不同的信息集，且这些信息集随决策过程中的反馈动态变化；感觉型决策者比思考型决策者更频繁地将员工和社区福利信息视为有用。
ABSTRACT The desirability of a merger/acquisition alternative depends in part on the perceptions of the decision maker. What sources of information are “useful” to the decision maker & Does the set of useful information remain constant for all decision makers; if not, do individuals using similar information sets have similar information processing characteristics? Do these sets vary as feedback is obtained during the decision process? To answer these questions, graduate students participated in a modified Delphi experiment, and the resulting data were analyzed by the two‐way aligned‐ranks nonparametric test. These test results affirm that in a merger/acquisition scenario, decision makers with different cognitive styles prefer different sets of information and these sets vary dynamically as feedback is incorporated in the decision‐making process. Furthermore, information that contains worker and community welfare considerations is identified as “useful” five times more frequently by decision makers with a “feeling” cognitive style than those with a “thinking” style.