Personality's impact on information management strategy formulation

Abstract

This study aimed to examine the impact of a decision maker's personality on the ways the decision maker formulates information resource strategies. The basic hypothesis is that different personalities make different decisions in the same environment. An empirical test was made with a group of 20 managers participating in an Executive Education Programme. Using the results of the Myers and Briggs Type Indicator test the managers were divided into two groups of intuitive–extrovert and sensing–introvert types. Both groups were given the same assignment – creating an information resource strategy for a case company – and conclusions were drawn from their behaviour during the process and the results of their work. This test shows that the personality has a strong influence on both the working methods and results of the planning process. The main conclusion is that the decision maker's personality should be taken into consideration in the strategic planning processes.