Abstract
Purpose – The purpose of this paper is to explore the concept of “common sense” and to distinguish
it from uncommon sense as it applies to managerial decision-making under conditions of task
uncertainty. The paper enunciates the definition of common sense decision-making and develops the
concept of “uncommon” sense making. A typology of common sense is put forth, and a case study is
used to illustrate it in practice.
Design/methodology/approach – This is a conceptually developmental paper, which explores and
develops the concept of uncommon sense through literature review and typology development. A
mechanistic, or internally driven, decision approach is compared with an organic, externally driven
one, and the question of how common sense is related to these approaches in varying task uncertainty
conditions is explored. A short case study is used as an illustration of the practical managerial
implications under low task certainty conditions.
AbstractPurpose – The purpose of this paper is to explore the concept of “common sense” and to distinguishit from uncommon sense as it applies to managerial decision-making under conditions of taskuncertainty. The paper enunciates the definition of common sense decision-making and develops theconcept of “uncommon” sense making. A typology of common sense is put forth, and a case study isused to illustrate it in practice.Design/methodology/approach – This is a conceptually developmental paper, which explores anddevelops the concept of uncommon sense through literature review and typology development. Amechanistic, or internally driven, decision approach is compared with an organic, externally drivenone, and the question of how common sense is related to these approaches in varying task uncertaintyconditions is explored. A short case study is used as an illustration of the practical managerialimplications under low task certainty conditions.
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