Purpose: The purpose of this paper is to describe the role that context plays in managerial decision making. The paper aims to argue that managers increasingly need to take into account broader contexts of information in decision making. It seeks to define managerial context, how it is of use, and to provide a set of recommendations about how to integrate context into the daily work of management. Design/methodology/approach: The paper approaches the topic of context by providing a definition of the concept, examples, and description of benefits of integrating context into daily work. It concludes with a proposed methodology for doing that. Findings: The paper finds that context is an increasingly important tool for managerial decision making, particularly the more senior an executive is or the more ambiguous an issue being addressed. Practical implications: The paper offers useful guidelines and approaches to the application of context into managerial work. Originality/value: This paper is one of the first - if not original - discussions of the role of context in managerial decision making. It is an outgrowth of many of the findings of students of KM and managerial practices. It provides management with specific hands-on advice.
- Decision making
- Management roles