to this view, organisational members 'think and act in terms of decision making ' [6].Due to the high importance of decision-making, as illustrated by the previous literature, and the fact that decisions do not only affect the organisation but also the wider society, the decision-making process has been heavily studied, and researchers such as Barrett et al. [12] argued for 'a paradigm shift in decision-making', in terms of making better decisions in response to today's challenges.A good decision, however, is not produced by chance; rather, it is the output of a highly intelligent process that includes, among others, good empirical research.However, in the research field, Nooraie [9] noted that empirical studies that focused on factors influencing the decision-making process are either limited or have produced contradictory results. In the same vein, Papadakis et al. [8] argued that in spite of the crucial role of decision-making, research has not departed significantly from the stage it was based on.Consequently, research on the decision-making process and factors affecting this process remains of great importance for both organisation theorists and management practitioners. Thus, much more empirical work is necessary before any solid conclusion can be reached.It is the purpose of this study to advance our knowledge on how to make good decisions by investigating the impact of managers' information behaviour on the decision-making process.
Keywords: Information behaviour; Decision-making; Public organisations; Data analysis
Introduction
Decision-making is the heart of administrationThe study of decision-making is not new in the literature [1]. The root of interest goes back as far as Barnard and his book the Functions of the Executive [2]. However, the great momentum in decision-making emerged in Simon's writings. Simon [3] in his article in PAR's The Proverbs of Administrations argued that the essence of management activity is decision-making, and organisations should seek ways to improve managers' decision-making capabilities rather than trying to find the ideal organisational structure. Further, Simon [4] believed that decision-making by its nature plays a vital role in organisations; He argued '…any practical activity involves both "deciding" and "doing". Consequently, Simon took an unprecedented and important decisionmaking position when he called for a science of administration and positing decision-making as the unit of analysis in this science.In preceding years, other writers have echoed Simon interest and such view of decision-making [5][6][7][8][9][10][11]. For example, Nooraie [9] argued that the world is witnessing large scale changes in all levels, which thus increases the complexity and rate of change in business environments. Therefore, there is frequently a need to make too many decisions too quickly on a range of unfamiliar problems. As a result, managers, who are already nervous in an unpredictable environment, are forced to make further decisions at an increasingly quicker pace. Similarly, Ma...