Introduction

In the literature, causes to apply directly the information from marketing research in decisions still remain solid, as many authors make up the unquestionable arguments favoring the information and research (Aaker & Day, 1995; Churchill & Iacobucci, 2005; Deshpande, 1982; Malhotra, 2004). It is also argued that for managers, who endeavor to make a perfect or at least satisfying choices, the rational or bounded-rational theory associated with decision-making processes, should always be considered as the most important factor, as long as they want to create a solid basis for thinking and making valid decisions. In other words, if in the course of any decision (fully or partially supported by the information obtained from the research), there is a lack of an analytical approach in solving the problem, such decisions become enormously risky and typically are doomed to failure (Steers & Shaw, 1993). The fact is that people in business organizations often search for information and alternatives which may be limited, so their decisions often reflect the use of standard operating procedures rather than systematic analyses. There is also no doubt that, if managers' approach to information processing and making decision depends largely on the analytics, their ability to respond appropriately to information from marketing research and simultaneously make valid decisions leads to enhanced organizational learning (Sinkula, 1994); success of new products' development (Citrin, Lee, & McCullough, 2007; Moorman, 1995); and sustainable, hard-to-copy competitive advantages (Theoharakis & Hooley, 2008).