Relevant bibliographies by topics / Entrepreneurship Intuition. Decision making

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Entrepreneurship Intuition. Decision making'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Entrepreneurship Intuition. Decision making"

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PINA E CUNHA, MIGUEL. "ENTREPRENEURSHIP AS DECISION MAKING: RATIONAL, INTUITIVE AND IMPROVISATIONAL APPROACHES." Journal of Enterprising Culture 15, no. 01 (March 2007): 1–20. http://dx.doi.org/10.1142/s0218495807000022.

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In this paper entrepreneurship is presented as decision making. Mintzberg and Westley's (2001) decision making typology is adapted to the case of entrepreneurial decision making. These authors complemented the rational, step-by-step mode of decision making, with the intuitive and improvisational modes, Complementing the rational view of decision making with the analysis of entrepreneurship as intuitive or improvisational decision making, a richer and more integrated understanding of entrepreneurial behavior is obtained. To make the implications of the three decision making approaches to entrepreneurship clear, the entrepreneurial process under each of the three modes, will be considered. Ireland, Hitt and Sirmon's (2003) model of strategic entrepreneurship is used as a framework. With this framework, the three resulting theoretical representations of the entrepreneurial process will be discussed. Ireland et al,'s model of strategic entrepreneurship suggests that to understand how entrepreneurial activity leads to competitive advantage and wealth creation, four building blocks of entrepreneurial activity should be considered: entrepreneurial mindset, entrepreneurial culture and leadership, strategic management of resources and application of creativity and development of innovation.
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Gani, Ariel Nian, Muhammad Rofi’i, and Ikhsan Maksum. "Efek sistem pemrosesan informasi rasional dan intuitif pada pengambilan keputusan kewirausahaan: sebuah tinjauan literatur." Jurnal Ekonomi Modernisasi 15, no. 3 (July 31, 2020): 149–61. http://dx.doi.org/10.21067/jem.v15i3.4538.

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The use of rational and intuitive information-processing systems is related to the entrepreneurial decision-making effectiveness. This study aims to comprehensively describe the literature that examines the effects of using rational and intuitive systems on entrepreneurial decision making. Leading literature databases are sought for studies published between 1995 and 2017 that evaluate rational and/or intuitive systems in relation to entrepreneurial decision making. We found ten empirical studies that met our inclusion criteria. There is some evidence from this research that the use of intuitive systems can positively influence entrepreneurial decision making in the early stages of entrepreneurship (e.g, opportunity identification). Other studies report mixed results regarding the impact of using rational and / or intuitive information processing systems for decision making at the next entrepreneurial stage (e.g, Exploitation of opportunities and financial performance). Based on the findings of this review, there are three further research opportunities, namely: (1) researchers must begin to learn about the ability of entrepreneurs to match their cognitive information processing systems with task characteristics; (2) assesses the effectiveness of decision making as the main outcome; and (3) study the construction of entrepreneurial behavior at the individual level in relation to the use of rational and intuitive information processing systems.
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Gillin, Laurence Murray, Rebecca Gagliardi, Laura Hougaz, David Knowles, and Michael Langhammer. "Teaching companies how to be entrepreneurial: cultural change at all levels." Journal of Business Strategy 40, no. 2 (April 15, 2019): 59–67. http://dx.doi.org/10.1108/jbs-09-2017-0138.

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Purpose This case study aims to show how a strategic intervention, using an in-house delivered university entrepreneurship education program, cultivates an entrepreneurial mindset and effective innovation culture amongst company staff. The intervention produces a measured change in staff decision making style from analytical to a more intuitive style. Also assessed is the resulting management-style change to the firm’s internal environment, strategic motivation and performance. Design/methodology/approach Through a qualitative longitudinal study of Partners and staff in the firm, the authors measure the impact of the selection, integration and performance of in-house entrepreneurship education on firm culture. Findings The authors identify organisation factors that inhibit staff entrepreneurial behaviour and by integrating an in-house education intervention, demonstrate unambiguously the resultant effective culture and entrepreneurial mindset. Research limitations/implications Generalising results from this single longitudinal case study requires caution. The positive outcome from the in-house education concept can be considered for further evaluation within other organisations. Practical implications Using an entrepreneurial health-audit to assess in-firm cultural behaviour enables management to identify factors fostering/inhibiting entrepreneurial activity and devise interventions to cultivate a firm-wide entrepreneurial mindset. Originality/value In-house education is not a new concept, but a targeted focus on entrepreneurship applied strategically to a committed firm shows outstanding results. The added-value is in the demonstrated enhancement to effective innovation outcomes.
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Rew, Lynn. "Intuition in Decision-making." Image: the Journal of Nursing Scholarship 20, no. 3 (September 1988): 150–54. http://dx.doi.org/10.1111/j.1547-5069.1988.tb00056.x.

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Sinclair, Marta, Neal M. Ashkanasy, and Prithviraj Chattopadhyay. "Affective antecedents of intuitive decision making." Journal of Management & Organization 16, no. 3 (July 2010): 382–98. http://dx.doi.org/10.1017/s1833367200002030.

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AbstractAlthough the use of intuition in managerial decisions has been documented, many questions about the intuitive process and its antecedent stages remain unanswered, in particular the role of affective traits and states. The study reported in this article investigates whether decision makers who are more attuned to own emotions and experience a particular mood have an easier access to intuition. Our findings indicate that emotional awareness has indeed a positive effect on the use of intuition, which appears to be stronger for women. Surprisingly, positive and negative mood seem to influence intuition according to their intensity rather than positive/negative distinction.
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Sinclair, Marta, Neal M. Ashkanasy, and Prithviraj Chattopadhyay. "Affective antecedents of intuitive decision making." Journal of Management & Organization 16, no. 3 (July 2010): 382–98. http://dx.doi.org/10.5172/jmo.16.3.382.

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AbstractAlthough the use of intuition in managerial decisions has been documented, many questions about the intuitive process and its antecedent stages remain unanswered, in particular the role of affective traits and states. The study reported in this article investigates whether decision makers who are more attuned to own emotions and experience a particular mood have an easier access to intuition. Our findings indicate that emotional awareness has indeed a positive effect on the use of intuition, which appears to be stronger for women. Surprisingly, positive and negative mood seem to influence intuition according to their intensity rather than positive/negative distinction.
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Nair, Rajesh. "The Art of Growing a Company: An Entrepreneurial Monologue." Vikalpa: The Journal for Decision Makers 28, no. 1 (January 2003): 75–82. http://dx.doi.org/10.1177/0256090920030106.

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This paper presents entrepreneurship as an emotional pursuit. It is the gut feeling that is most important in making a start-up decision. Drawing on his own experiences and of those closely associated with start-ups, the author offers a framework that reflects on how a company can be started-the various stages, the key problems in each stage, and suggestions for sailing smoothly through them. The different stages are as follows: Confusion: It includes three phases of Fright, Flight, and Fantasy. The initial apprehensions of a failure could hold an aspirant from starting up. It is possible that he gets frightened about the possibility of failure or gets frustrated about his lack of focus and keeps jumping from one idea to another or be overconfident about the success of his idea. Crossing threshold: The limited few who cross the stage of confusion face the three P's: Peer Pressure, Procrastination, and Poverty. A green signal from family, friends, and industry leaders and the confidence of a sound financial backing are important for a take-off. Although starting up should be a bold step, yet one needs to have at least six months financial expenses, an activity plan for the first month, and lots of ‘hope’ in the baggage. Start-up: The key issues at this stage include how to set up a team, share equity or raise funds. It is important to realize that responsibilities cannot be shared equally. There has to be a leader with highest equity who would be ready to own the consequences of a decision. First thousand days: This is believed to be the decisive phase. There could be difficulties in capturing clients, managing too many jobs at a time or getting payments in time. At this stage, it is very important to have a clear set of priorities, be flexible, and responsible. Success or failure would also depend a lot on how the ‘hard’ issues such as finance, marketing, technology, and partnership and alliances are tackled. Growth: Once the company crosses the hurdles of the first thousand days and is in the winning track, there emerges the fear of losing focus. This is the most difficult period in the company's life with the possibility of the business ending up in a disaster. To sustain the focus on organizational growth, it is important for the entrepreneurs to: decide whether he really wants to grow and if yes, be prepared to face the emerging issues separate the two roles of investor and entrepreneur-manager break the vicious cycle of money-recruitment-retention align the important individuals to a common organizational vision through equity. No entrepreneur should forget the supremacy of cash, mind, and intuition. He who has these would be able to fight, take rational decisions, and remove mistakes at the earliest. Above all, what is important is to enjoy the journey towards the destination.
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Borden, Andrew. "Human Intuition and Decision-making Systems." Information & Security: An International Journal 1, no. 2 (1998): 67–72. http://dx.doi.org/10.11610/isij.0117.

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Rew, Lynn. "Acknowledging Intuition in Clinical Decision Making." Journal of Holistic Nursing 18, no. 2 (June 2000): 94–108. http://dx.doi.org/10.1177/089801010001800202.

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Sutton, PA, ST Hornby, D. Vimalachandran, and S. McNally. "Instinct, intuition and surgical decision-making." Bulletin of the Royal College of Surgeons of England 97, no. 8 (September 2015): 345–47. http://dx.doi.org/10.1308/rcsbull.2015.345.

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Dissertations / Theses on the topic "Entrepreneurship Intuition. Decision making"

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La, Pira Frank. "Evaluating the propensity of repeat entrepreneurs to use intuitive decision making a pilot study /." Swinburne Research Bank, 2008. http://hdl.handle.net/1959.3/35220.

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Thesis (PhD) - Swinburne University of Technology, 2008.
Submitted for the degree of Doctor of Philosophy, Swinburne University of Technology - 2008. Typescript. "May 2008". Includes bibliographical references (p. 144-152).
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Horton, Joanne. "Intuition in Decision-making." Digital Commons @ East Tennessee State University, 1993. https://dc.etsu.edu/etd/2735.

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This was a two-phase study designed to identify intuitive principals and then to determine if there were common elements of their decision making. The Myers-Briggs Type Indicator was used to identify intuitive principals, and then a sampling of these principals were interviewed. The results showed that the principals with the highest preference scores for intuition differed from the principals with lower preference scores in that they came from supportive environments, were more conscious of using and developing their intuition, drew from experience but combined that with a future orientation, and were more comfortable with risk-taking and change. Recommendations included the suggestion that inservice and preparation programs should include the identification of intuitive thinkers and an environment conducive to the development of intuition.
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Carey, Neil J. "Intuition and reason : decision making in compositional processes." Thesis, University of Surrey, 2018. http://epubs.surrey.ac.uk/848641/.

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My aims for this PhD are to define intuitive and reasoned decision making in my own compositional processes and to present a portfolio of six original compositions. I will present an analysis of my own conscious, increasingly intuitive compositional decisions, through a portfolio of six compositions and an accompanying technical commentary. I investigate Thomas Kuhn’s work on revolutions in science through his landmark book The Structure of Scientific Revolutions. This leads to work developed from Kuhn’s theories by Miranda Fricker, which allows me to develop a definition of intuitive decision making in compositional processes. I use this definition, applied to my own compositional decision-making in the creation of the six pieces in my portfolio, to chart my own increasingly intuitive approach to the compositional process. Aspects of my own music become more intuitive over time. The first piece composed, October 2010 for piano trio, is reasoned in the application of certain elements such as pitch and rhythm organisation, from the pre-compositional processes to the final outcome. The final piece in my portfolio, a chamber opera, is significantly different as much of the compositional processes are consciously intuitive. This evolution of my compositional decision-making is charted through all six compositions in the accompanying technical commentary. I contribute to knowledge in the area of meta-cognitive thinking in relation to compositional decision-making. My six compositions contribute to the repertoire of contemporary art music.
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Liu, Guanyu, and Yan Song. "The Interplay of Rationality and Intuition in Strategic Decision Making." Thesis, Linköpings universitet, Företagsekonomi, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-69743.

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BACKGROUND: When it comes to corporate decision making, the traditional rational model suggests that deliberative analysis yields good results. Thus, when contemplating strategic moves, executives are “required” to conduct deliberative analyses. As today’s business environment is becoming increasingly complex and fast-paced, however, executives often face the dilemma of having to make carefully considered strategic decisions on the one hand and not having enough time on the other hand. Intuition offers an efficient solution in this situation. PURPOSE: The purpose of this study is to investigate how corporate executives employ both rationality and intuition in making strategic decisions under uncertain, complex and time-pressured circumstances. RESEARCH METHOD: We conducted three face-to-face interviews with executives from three companies in Sweden. Each interview lasted around one hour.    RESULTS: Drawing on previous psychological and managerial research, we argue that rationality and intuition are better viewed as being complementary rather than separate. Findings from the study suggest that intuition could serve as an effective and efficient means for managers to make strategic decisions; and that intuition indeed plays a role in strategic decision making under complex, uncertain and time limited contexts.
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Akinci, Cinla. "Intuition in decision making and learning : individual and organisational perspectives." Thesis, University of Surrey, 2011. http://epubs.surrey.ac.uk/819384/.

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Andersson, Daniel, Hannes Fries, and Per Johansson. "Business Intelligence : The impact on decision support and decision making processes." Thesis, Jönköping University, JIBS, Business Informatics, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-1159.

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Historically, decision support systems have been used in organizations to facilitate better decisions. Business Intelligence has become important in recent years because the business environment is more complex and changes faster than ever before. Organizations have started to realize the value of existing information in operational, managerial, and strategic decision making. By using analytical methods and data warehousing, decision support can now be used in a flexible way and assist decision makers in decision making processes. Increasing investments in Business Intelligence indicate that it can bring value to organizations. Benefits such as the ability to access relevant and timely decision support when it is needed can be of tremendous value when the use of existing information has become more a question of survival or bankruptcy for an organization, than profit or loss. Thus, it would be interesting to see how decision support and decision making have changed in organizations after implementing a Business Intelligence system. The purpose of this thesis is to investigate if and how Business Intelligence has changed decision support and decision making processes.A deductive approach using a qualitative method has been used with semi-structured elite interviews. The thesis aims to investigate the manufacturing industry located in the Jönköping region in Sweden. The interviewed organizations are Husqvarna AB, Fläkt Woods AB, Myresjöhus AB, and Kinnarps AB. Our analysis shows positive effects of Business Intelligence in organizations with improvements of decision support due to timeliness, accessibility, quality, and better control of organizational information. As improvements in decision support has occurred, decision making has become better. Complicated problems are now easier to interpret by decision makers. Our research also concludes that intuition still has a major impact in decision making processes.

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Krishnan, Gopal. "Marketers, Big Data and intuition : implications for strategy and decision-making." Thesis, University of Liverpool, 2018. http://livrepository.liverpool.ac.uk/3027868/.

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Marketers worldwide are grappling with issues relating to effective decision-making in context of the opportunities and challenges created by the emergence of Big Data. Marketing executives are challenged by the impact of advances in technology, measurement and Big Data in making decisions regarding delivering short-term business results and creating a long term future. Traditional marketing analytics rely more on propositional knowledge as opposed to Big Data marketing analytics that depend more on automated procedural knowledge. It has been observed in the workplace that marketers operating in the world of Big Data are challenged with how to adapt their decision making styles to these advancements. This need for change has created some amount of confusion and lack of clarity in marketing teams as has been observed in the author's own workplace. Rather than let the operators in "the trenches" figure a way out through trial and error, this thesis and accompanying research aim to provide an actionable framework for guiding marketers as they make critical decisions. Based on theory-generating expert interviews with senior marketing leaders, this thesis proposes a novel application framework for decision-makers in Marketing, which connects the cadence of strategic, operational and tactical decisions in the business with Big Data, analytics, and intuition. The application of the framework is subsequently illustrated in a workplace setting through Action Research that seeks to improve the decision-making styles within a marketing team. The application of the framework helped the action research group to transform their quality and efficiency of insight collection, analysis and decision-making. This research thesis demonstrates the evolution of the problem, creates a novel and actionable framework that can be used by marketers, demonstrates the efficacy of the model in a workplace action research setting and finally provides a guide to implementation of this framework in the service of marketing executives in other organizations.
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Sinclair, Marta. "The use of intuition in managerial decison-making : determinants and affective moderators /." [St. Lucia, Qld.], 2003. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe16951.pdf.

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Huang, Tori Yu-wen. "Intuition and emotion : examining two non-rational approaches in complex decision making." Thesis, City University London, 2012. http://openaccess.city.ac.uk/2073/.

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This thesis was designed to examine two non-rational decision approaches in individual and team decision making. In Chapter 2 (Paper 1), a normative theory about how people should use intuition in making complex decisions is proposed. I draw from extant literature to derive why allowing intuition to interrupt analysis is beneficial to complex decision processes. In Chapter 3 (Paper 2), the theory of intuitive interruptions is applied to the entrepreneurial context. I argue that allowing intuitions to interrupt analysis helps entrepreneurs navigate the ambiguous environment in which they often find themselves. Chapter 4 (Paper 3) documents findings on the phenomenon of teams’ escalation of commitment and the effect of hope. According to the results, when faced with continuous negative feedback, teams that remain hopeful persist in the face of mounting costs. In Chapter 5 (Paper 4), changes in self-efficacy and team efficacy beliefs as responses to performance feedback were examined. The results indicated that the relationship between negative feedback and a decrease in efficacy beliefs is mediated by depressive realism—the negative yet realistic expectations of future outcomes. In summary, this thesis finds that non-rational approaches facilitate decision making by filling in the gaps, colouring the tone and changing the course of thinking where exhaustive information processing (i.e., full analysis) is not possible. Employing non-rational approaches can either be a deliberate choice or a reaction of human nature. Employing non-rational approaches does not necessarily yield favourable or unfavourable results. However, the analysis confirms that non-rational approaches are largely involved in complex decision making. Findings from this thesis add to our knowledge about how complex decisions are made by individuals and teams.
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Aczel, Balazs. "Attention and awareness in human learning and decision making." Thesis, University of Cambridge, 2010. https://www.repository.cam.ac.uk/handle/1810/224472.

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This dissertation presents an investigation of the modifying role of attention and awareness in human learning and decision making. A series of experiments showed that performance in a range of tests of unconscious cognition can be better explained as resulting from conscious attention rather than from implicit processes. The first three experiments utilised a modification of the Serial Reaction Time task in order to measure the interaction of implicit and explicit learning processes. The results did not show evidence for an interaction, but did exhibit an effect of explicit knowledge of the underlying rules of the task. Subsequent studies examined the role of selective attention in learning. The investigation failed to provide evidence that learning inevitably results from the simple presentation of contingent stimuli over repeated trials. Instead, the learning effects appeared to be modulated by explicit attention to the association between stimuli. The following study with a novel test designed to measure the role of selective attention in prediction learning demonstrated that learning is not an obligatory consequence of simultaneous activation of representations of the associated stimuli. Rather, learning occurred only when attention was drawn explicitly to the association between the stimuli. Finally, the Deliberation without Attention Paradigm was tested in a replication study along with two novel versions of the task. Additional assessment of the conscious status of participants' judgments indicated that explicit deliberation and memory could best explain the effect and that the original test may not be a reliable measure of intuition. In summary, the data in these studies did not require explanation in terms of unconscious cognition. These results do not preclude the possibility that unconscious processes could occur in these or other designs. However, the present work emphasises the role conscious attention plays in human learning and decision making.
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Books on the topic "Entrepreneurship Intuition. Decision making"

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Sadler-Smith, Eugene. Inside intuition. New York, NY: Routledge, 2007.

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Natural logic: Exploring decision and intuition. Brighton, Or: Sussex Academic Press, 2011.

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Insight: A practical guide to developing and understanding your intuition. Bothell, WA: Book Publishers Network, 2009.

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Intuition by design: Applying your intuitive intelligence for personal and business decision-making. 2nd ed. Livermore, Calif: Oughten House Publications, 1995.

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Intuitions: Seeing with the heart : finding the answers to the problems of life. Norfolk: Donning Co., 1988.

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Handbook of intuition research. Cheltenham: Edward Elgar Publishing Limited, 2011.

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Judgment misguided: Intuition and error in public decision making. New York: Oxford University Press, 1998.

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Davis, Stephen H. The intuitive dimensions of administrative decision making. Lanham, Md: Scarecrow Press, 2003.

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Choi, Young Back. Paradigms and conventions: Uncertainty, decision making, and entrepreneurship. Ann Arbor: University of Michigan Press, 1993.

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Paradigms and conventions: Uncertainty, decision making, and entrepreneurship. Ann Arbor: University of Michigan Press, 1993.

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Book chapters on the topic "Entrepreneurship Intuition. Decision making"

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Briggs, Alan. "Advanced Analytics in Decision-Making." In Intuition, Trust, and Analytics, 197–212. Boca Raton, Florida : CRC Press, [2018]: Auerbach Publications, 2017. http://dx.doi.org/10.1201/9781315195551-11.

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Amedzro St-Hilaire, Walter. "Operational Decision-Making." In Applied Managing for Entrepreneurship, 105–13. Includes bibliographical references and index.: Apple Academic Press, 2020. http://dx.doi.org/10.1201/9781003034377-9.

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Shepherd, Dean A., and Holger Patzelt. "Researching Entrepreneurial Decision Making." In Trailblazing in Entrepreneurship, 257–85. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-48701-4_8.

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Järvilehto, Lauri. "Using Intuition." In The Nature and Function of Intuitive Thought and Decision Making, 55–83. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-18176-9_3.

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Petrakis, Panagiotis E., and Dimitra P. Konstantakopoulou. "Entrepreneurship under Uncertainty." In Uncertainty in Entrepreneurial Decision Making, 59–74. New York: Palgrave Macmillan US, 2015. http://dx.doi.org/10.1057/9781137460790_5.

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Wally, Stefan, and J. Robert Baum. "Timing and Intuition in Strategic Decision Making." In Strategic Decisions, 95–106. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-1-4615-6195-8_7.

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Miller, Holmes E. "Intuition and decision making for crisis situations." In The Routledge Companion to Risk, Crisis and Security in Business, 47–61. 1st Edition. | New York : Routledge, [2018] | Series: Routledge international handbooks: Routledge, 2018. http://dx.doi.org/10.4324/9781315629520-3.

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Järvilehto, Lauri. "Background for Intuition Research." In The Nature and Function of Intuitive Thought and Decision Making, 1–22. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-18176-9_1.

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Petrakis, Panagiotis E., and Dimitra P. Konstantakopoulou. "Entrepreneurship Opportunities and Future Competitive Advantage." In Uncertainty in Entrepreneurial Decision Making, 45–58. New York: Palgrave Macmillan US, 2015. http://dx.doi.org/10.1057/9781137460790_4.

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Schildkamp, Kim, and Melanie Ehren. "From “Intuition”- to “Data”-based Decision Making in Dutch Secondary Schools?" In Data-based Decision Making in Education, 49–67. Dordrecht: Springer Netherlands, 2012. http://dx.doi.org/10.1007/978-94-007-4816-3_4.

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Conference papers on the topic "Entrepreneurship Intuition. Decision making"

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"Knowledge Management, Strategic Decision-Making, Intuition and Planning Effectiveness." In 20th European Conference on Knowledge Management. ACPI, 2019. http://dx.doi.org/10.34190/km.19.156.

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"The influence of intuition on decision making in property development." In 19th Annual European Real Estate Society Conference: ERES Conference 2012. ERES, 2012. http://dx.doi.org/10.15396/eres2012_230.

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Pretorius, Carianne. "Beyond Reason: Uniting Intuition and Rationality in Software Architecture Decision Making." In 2019 IEEE International Conference on Software Architecture Companion (ICSA-C). IEEE, 2019. http://dx.doi.org/10.1109/icsa-c.2019.00056.

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Islam, Nazrul, and Mohammad Shamsul Hoque. "Enhancing decision making abilities of the women through entrepreneurship development." In AADNIC-ABMECR 2020: The 2nd Africa-Asia Dialogue Network International Conference on Advances in Business Management and Electronic Commerce Research. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3440094.3440380.

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Xiaofang, Chen, and Yang Jianzhou. "Analysis on Farmers' Entrepreneurship Decision-making Based on digital technologies." In 2021 2nd International Conference on E-Commerce and Internet Technology (ECIT). IEEE, 2021. http://dx.doi.org/10.1109/ecit52743.2021.00082.

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Dinnie, N. C., A. J. P. Fletcher, and J. H. Finch. "Strategic Decision Making in the Upstream Oil and Gas Industry: Exploring Intuition and Analysis." In SPE Asia Pacific Oil and Gas Conference and Exhibition. Society of Petroleum Engineers, 2002. http://dx.doi.org/10.2118/77910-ms.

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Fordham, Clifton. "Optimizing Early Design Process Decision Making Through Effective Problem Framing." In AIA/ACSA Intersections Conference. ACSA Press, 2016. http://dx.doi.org/10.35483/acsa.aia.inter.16.4.

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Building design and delivery activities, from programming to commissioning, draw on different strengths of architects including a unique form of problem solving that appears mysterious and personal. More common early in the design process, an intuitive approach, and a paucity of arguments connected to the financial interests of owners, masks the capacity of architects to provide valued adding integral sustainable design solutions which others can effectively provide. An inclination toward intuition, and simulating early phase design problem solving, is consistent with how architecture schools teach, supplementing core studio curriculum with course work structured to introduce detailed knowledge. Within schools, this division is supported by the perception that numerical, and technical considerations, inhibit creativity and fluid output.
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Yulita, Henilia. "Influential Aspects of Family Vacation Decision-making: Evidence from Indonesia." In International Conference on Entrepreneurship and Business Management (ICEBM) Untar. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0008491402500256.

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Sardisan, Erwin, Rantri Fauziah, and Niken Parwati. "Decision Making Support in Developing Entrepreneurship Tenants of Uai Incubator Bussiness." In Proceedings of the 2019 1st International Conference on Engineering and Management in Industrial System (ICOEMIS 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icoemis-19.2019.39.

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Simanjuntak, Marthin, and Utomo Sarjono Putro. "Hydrocarbon Pipeline Third Party Damage Risk Assessment using Multi Criteria Decision Making." In International Conference on Business, Economy, Entrepreneurship and Management. SCITEPRESS - Science and Technology Publications, 2019. http://dx.doi.org/10.5220/0009959405790586.

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Reports on the topic "Entrepreneurship Intuition. Decision making"

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Vowell, J. B. Between Discipline and Intuition: The Military Decision Making Process in the Army's Future Force. Fort Belvoir, VA: Defense Technical Information Center, January 2004. http://dx.doi.org/10.21236/ada429379.

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Evidence, Facts and Intuition in Decision Making. IEDP Ideas for Leaders, February 2013. http://dx.doi.org/10.13007/021.

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