{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T18:01:55Z","timestamp":1754157715574,"version":"3.41.2"},"reference-count":16,"publisher":"Emerald","issue":"3","license":[{"start":{"date-parts":[[2009,5,29]],"date-time":"2009-05-29T00:00:00Z","timestamp":1243555200000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2009,5,29]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p><jats:italic>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.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p><jats:italic>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.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p><jats:italic>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.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p><jats:italic>The paper offers useful guidelines and approaches to the application of context into managerial work.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p><jats:italic>This paper is one of the first \u2013 if not original \u2013 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\u2010on advice.<\/jats:italic><\/jats:p><\/jats:sec>","DOI":"10.1108\/13673270910962842","type":"journal-article","created":{"date-parts":[[2009,5,30]],"date-time":"2009-05-30T07:03:17Z","timestamp":1243666997000},"page":"13-27","source":"Crossref","is-referenced-by-count":4,"title":["Power and use of context in business management"],"prefix":"10.1108","volume":"13","author":[{"given":"James W.","family":"Cortada","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"key":"key2022012820164710200_b2","unstructured":"Davenport, T.H. and Prusak, L. (1998), Working Knowledge: How Organizations Manage What They Know, Harvard Business School Press, Boston, MA."},{"key":"key2022012820164710200_b3","unstructured":"Davenport, T.H. and Prusak, L. 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(2007), Five Minds for the Future, Harvard Business School Press, Boston, MA."},{"key":"key2022012820164710200_b9","unstructured":"Ghoshal, S. and Bartlett, C.A. (1996), \u201cRebuilding behavioral context: a blueprint for corporate renewal\u201d, Sloan Management Review, Winte, pp. 23\u201036."},{"key":"key2022012820164710200_b10","unstructured":"Gilder, G. (2000), How Infinite Bandwidth Will Revolutionize Our World, Free Press, New York, NY."},{"key":"key2022012820164710200_b11","unstructured":"Haeckel, S.H. (1999), Adaptive Enterprise: Creating and Leading Sense\u2010and\u2010Respond Organizations, Harvard Business School Press, Boston, MA, p. 17."},{"key":"key2022012820164710200_b12","unstructured":"McKinnon, S.M. and Bruns, W.J. Jr. (1992), The Information Mosaic: How Managers Get the Information They Really Need, Harvard Business School Press, Boston, MA, p. MA."},{"key":"key2022012820164710200_b13","unstructured":"Neustadt, R.E. and May, E.R. (1986), Thinking in Time: The Uses of History for Decision Makers, Free Press, New York, NY."},{"key":"key2022012820164710200_b14","unstructured":"Singer, C. (1988), \u201cFacts are fine; historical reasoning is finer\u201d, New York Times, April 23, p. 15."},{"key":"key2022012820164710200_b15","unstructured":"Underhill, P. (2000), Why We Buy: The Science of Shopping, Touchstone Books, New York, NY."},{"key":"key2022012820164710200_b16","doi-asserted-by":"crossref","unstructured":"Whitaker, R. (1996), \u201cManaging context in enterprise knowledge processes\u201d, European Management Journal, August.","DOI":"10.1016\/0263-2373(96)00027-8"},{"key":"key2022012820164710200_frg1","doi-asserted-by":"crossref","unstructured":"Cohen, D. and Prusak, L. 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