and a form of calculative process is assumed. However, if we relax that premise, it
might be possible to understand the design and use of structured approaches as
potential sources for inspiration (March, 1987) but not as the sole sources for managers’
actual decision making. Structured approaches and information systems might be
important signals and symbols for rational analytical behavior, but, as Dijksterhuis
and Nordgren (2006) and Dijksterhuis and van Olden (2006) found, deliberate
analytical thinking was most useful for simple decisions.