Decision-making and heuristics in business relationships

PurposeBased on previous research on decision-making and in particular on the use of heuristics, the purpose of this guest editorial is to improve our understanding of the factors that underpin managers' interaction behavior. Design/methodology/approachIn this paper the authors review alternative frameworks in conceptualizing managerial decision making and compare these with key characteristics of business-to-business contexts, where multiple decisions are to be taken interactively in search of reciprocal adaptation. FindingsThe authors observe that decision making in business relationship has been overlooked and that given the interdependences characterizing the business context, its understanding requires a different perspective than rationalistic systematic decision-making.The use of heuristics in decision making in business relationships appears to be instrumental for developing a new framework of interactive decision-making, a fruitful avenue for further research. Originality/valueThis guest editorial is among the few attempts to conceptually examine the use of heuristics in business relationships and to contribute developing a framework for interactive decisionmaking.