The Role of Intuition in Strategic Decision Making

Dados Bibliográficos

ID9888331
AutoresNaresh Khatri (0000-0003-2341-3003, autor correspondente), H Alvin Ng (Wellington Polytechnic in New Zealand)
Ano2000
Volume53
Fascículo1
Páginas57-86
Data de publicação2000-01-01
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoHuman Relations (JOURNAL)
Identificadores do periódicoISSN: 0018-7267 • E-ISSN: 1741-282X
EditoraSAGE Publications (PUBLISHER • US)
DOI10.1177/0018726700531004
OpenAlexW2108801870
IdiomaEN
Citações recebidas44
Referências citadas50

Although intuitive processes are critical for effective strategic decision making, there is little in the way of applied research on the topic. Apart from many popularized treatments of intuition in the literature today, there are only a handful of serious scholarly works on the subject. The majority of them are essentially theoretical in nature; field research in management settings is virtually nonexistent. This study examined this neglected but important process in strategic decision making. We surveyed senior managers of companies representing computer, banking, and utility industries in the United States and found that intuitive processes are used often in organizational decision making. Use of intuitive synthesis was found to be positively associated with organizational performance in an unstable environment, but negatively so in a stable environment

Business · Cognitive science · Decision process · Economics · Intuition · Knowledge management · Management · Management science · Sociology · Complex Systems and Decision Making · Computer Science · Decision-Making and Behavioral Economics · Experimental Behavioral Economics Studies · Psychology