The Role of Intuition in Strategic Decision Making

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 majorit...

Full description

Saved in:
Bibliographic Details
Published in:Human relations (New York) 2000-01, Vol.53 (1), p.57-86
Main Authors: Khatri, Naresh, Ng, H. Alvin
Format: Article
Language:English
Subjects:
Consciousness
Data collection
Decision making
Decision theory
Field study
Hypotheses
Judgement
Rational expectations
Rationality
Sociology
Sociology of organizations and enterprises. Bureaucracy and administration
Sociology of work and sociology of organizations
Statistical analysis
Strategic planning
Studies
Subconscious
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary: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.
ISSN:0018-7267
1741-282X
DOI:10.1177/0018726700531004