ABSTRACT
To conclude, we discuss the role of experts in managerial decision making. Managers are confronted with experts in several forms, mainly consultants and specialists as members of their staff. The aim of these conclusions is not to recommend additional advising experts. This would mean overloading managerial decision making. For the case when management involves experts’ advice—such as any kind of consultancy—this chapter shows how to use The Social Psychology of Expertise to use experts and expertise more efficiently. The essence of this chapter 8 is the introduction of an expert role approach that shall support robust action in management. Chapter 8 commences with some fundamentals of management theory and then introduces the expert role approach. This chapter—and the book—ends with some remarks as to this question: When do we need experts for planning?
