Abstract
This paper points out the necessity for more qualitative research in international management. It especially suggests the diary method as a tool to elicit tacit knowledge that may not be detected by traditional research approaches. As a large part of our knowledge is deeply anchored in the personal mind, is tacit and unconscious, it defies easy articulation and communication as depicted in the observation that ‘we can know more than we can tell’ (Polanyi, 1966, p. 4). This poses a particular challenge to international management research as managers’ decision-making capabilities largely rely on tacit knowledge (Stubbart, 1989). By identifying these tacit parts of knowledge, new insights in managerial decision making are expected which is of mayor relevance to theory and practice.