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Introduction / by Wendelin Küpers -- Foreword / by David Rooney -- Introduction 1: wisdom from ancient philosophy to modern psychology -- Understanding practical wisdom in business and management : an inter-disciplinary perspective -- Organizational problems : why decision situations can be more wicked than we think -- Trapped in the past, dealing with the future : the role of knowledge in dealing with decision situations -- Big data and analytics : is it a game changer for decision making? -- Decision making, the core of what managers do -- Wisdom aspects in the management context -- Wise management decision making -- The path to management wisdom

ABSTRACTThis article investigates the role of wisdom in management decision‐making. In one of the first empirical studies investigating wisdom and management, 37 CEOs, top managers, and senior executives were interviewed about their perspectives on the concept of wisdom in the business context and its role in management decision‐making; the data were analyzed using grounded theory methodology. The findings introduce a grounded construct of Wise Management Decision‐making, in which wise decision‐making is understood as an integrated cogni‐emotional, reflective process that accounts for internal and external conditions related to the decision, which is made with the well‐being of the greatest number of stakeholders in mind. The findings both confirm and challenge previous conceptual studies of wisdom and provide a practical approach to wise management decision‐making. The implications of this study are significant as they broaden the view of the practicability of wisdom in management and add greater understanding of the complex nature of decision‐making in the business context. For managers, developing wise decision‐making abilities in situ should be considered an integrated and multidimensional practice, one that can be learned.

PurposeBusiness analytics (BA) has been a breakthrough technological development in recent years. Although scholars have suggested several solutions in using these technologies to facilitate decision-making, there are as of yet limited studies on how analysts, in practice, improve decision makers' understanding of business environments. This study uses sensemaking theory and proposes a model of how data analysts generate analytical outcomes to improve decision makers' understanding of the business environment.Design/methodology/approachThis study employs an interpretive field study with thematic analysis. The authors conducted 32 interviews with data analysts and consultants in Australia and New Zealand. The authors then applied thematic analysis to the collected data.FindingsThe thematic analysis discovered four main sensegiving activities, including data integration, trustworthiness analysis, appropriateness analysis and alternative selection. The proposed model demonstrates how these activities support the properties of sensemaking and result in improved decision-making.Research limitations/implicationsThis study provides strong empirical evidence for the theory development and practice of sensemaking. It brings together two distinct fields – sensemaking and business analytics – and demonstrates how the approaches advocated by these two fields could improve analytics applications. The findings also propose theoretical implications for information system development (ISD).Practical implicationsThis study demonstrates how data analysts could use analytical tools and social mechanisms to improve decision makers' understanding of the business environment.Originality/valueThis study is the first known empirical study to conceptualize the theory of sensemaking in the context of BA and propose a model for analytical sensegiving in organizations.

1. Conceptualizing wisdom : theoretical perspectives / Ali Intezari -- 2. Toward a wisdom-based understanding of the human-technology relationship / Nikunj Dalal -- 3. The screening of reality : a phenomenological perspective on the computer screen / Marty H. Heitz -- 4. The anatomy of wisdom in an era of ubiquitous technology / Jon W. Beard -- 5. Benefits and perils of virtual modes of organizing : a call for practical wisdom / Stefan Schellhammer and Stefan Klein -- 6. Empathy by design : enhancing diversity in online participation / Caterina Desiato and Cindy Scheopner -- 7. Wisdom in praxis : how engineers use practical wisdom in their decision making / Bernard McKenna, Roberto Biloslavo, and Anita Trnavcevic -- 8. Atomic/nuclear weapons and energy technologies : the need for wisdom / Mara Miller -- 9. The human-computer relationship : who shall survive? / Philip D. Carter -- 10. Academic ethos : embracing a culture of practical wisdom in higher education / Alex E. McDaniel, Michael A. Erskine, and Diane R. Watkins -- 11. Can scientific method help us create a wiser world? / Nicholas Maxwell.

This paper builds on Smith and Hanley's finding that Trump's supporters were not solely driven by demographics and economic distress, but predominantly by prejudices and preference for an overt authoritarian leadership. Our longitudinal study of the 2020 US Presidential election extended their study to test additional propositions about tribalism by considering two intergroup factors: an orientation to protestors and minorities and conservative vs liberal ingroups. While there was a strong negative correlation between attitude to protestors and to minorities, the strength of correlation between liberal and conservative ingroup 'membership' and support/vote for Trump/Biden was more telling. Essentially, because tribalism factors overpowered almost every variable including political orientation, we conclude that identity-based tribalism is now the primary basis of political allegiance.