Cognitive Reflection and Decision-Making Accuracy: Examining Their Relation and Boundary Conditions in the Context of Evidence-based Management

Abstract Evidence-based management (EBM) is an increasingly advocated yet rarely adopted framework to assist in making organizational decisions. We investigate how cognitive reflection – the ability or disposition question intuitive response and rely instead on a more analytical process—influences decision-making accuracy context of EBM. Across three experimental studies ( N = 332, 166 99), we determine effects using actively sought passively evidence, boundary conditions emotional load. Results study 1 show that generally associated with higher accuracy, particularly passive pathways EBM, when exposed low 2 3 support EBM will result negative emotion inducing stimuli can strengthen effect evidence collection. The findings demonstrate contingency approach critical, impact differing for situational constraints evidence.