ABSTRACT
The motivation behind this article 1 was to obtain an interdisciplinary view on the factors that influence the way decisions are made by managers who work in diverse cultural contexts. As a result, the author has endeavored to adopt the state-of-the art scientific and philosophical knowledge for the needs of analyzing cognitive and decision processes of the people occupied in their daily practice with management in international companies. I was interested in studying the type of argumentation (praxiological vs. ethical one) used in the managerial decision process, and the influence of cultural context on the formation of unconscious moral preferences that initiate this process. This necessitated making use of the dynamically developing knowledge disciplines collectively termed neuroscience (“However, there is now a gathering conviction among scientists that the time is right for a fruitful convergence of research from hitherto isolated fields. The research strategy developing in cognitive neuroscience is neither exclusively from the top down, nor exclusively from the bottom up. 216Rather, it is a coevolutionary strategy typified by interaction among research domains, where research at one level provides constraints, corrections, and inspiration for research at other levels,” Churchland and Sejnowski 1988, 741), as well as applying the experimental method (empirical studies of intuition) that characterizes the new trend of contemporary analytic philosophy—experimental philosophy (Alexander 2012; Horvath and Grundmann 2012; Knobe and Nichols 2008, 2014; Machery 2014).
