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

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Published: 4 June 2021

Last updated: 1 February 2022

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1

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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2

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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3

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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4

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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5

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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7

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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8

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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9

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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10

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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11

Mikušková, Eva Ballová. "Intuition in managers’ decision-making: qualitative study." Journal of East European Management Studies 22, no. 3 (2017): 318–33. http://dx.doi.org/10.5771/0949-6181-2017-3-318.

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12

SUN, Huiming, and Xiaolan FU. "Application of Intuition to Military Decision Making." Advances in Psychological Science 21, no. 5 (December 10, 2013): 893–904. http://dx.doi.org/10.3724/sp.j.1042.2013.00893.

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13

Elliott, Linda, and Andrew Borden. "Human Intuition and Decision-making Systems (II)." Information & Security: An International Journal 2 (1999): 50–54. http://dx.doi.org/10.11610/isij.0204.

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14

Dias, Álvaro Machado, and Avelino Luiz Rodrigues. "Resenha: Intuition in judgment and decision making." Psicologia: Reflexão e Crítica 23, no. 3 (2010): 602–6. http://dx.doi.org/10.1590/s0102-79722010000300021.

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15

Samba, Codou, and Chet Miller. "Collective Intuition: Toward a Theory of Intuition in Strategic Decision Making." Academy of Management Proceedings 2015, no. 1 (January 2015): 15011. http://dx.doi.org/10.5465/ambpp.2015.15011abstract.

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16

Elbanna, Said, and Yasir Fadol. "The role of context in intuitive decision-making." Journal of Management & Organization 22, no. 5 (January 8, 2016): 642–61. http://dx.doi.org/10.1017/jmo.2015.63.

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AbstractFew writers have examined the contextual determinants of intuitive decision-making and none has examined the differential contribution to explaining intuition made by different perspectives on context. This study seeks to supply what is absent by examining the overall impact of combinations of variables representing three different perspectives (decision, environment and firm) on the use of intuition when making strategic decisions. The results indicate that the characteristics specific to the firm and to the environment appear to be more significant to intuition than does the nature of the decision; and that the impact of the contextual variables varies from one dimension to another. The research limitations are discussed and suggestions for future research are also offered.

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17

Shepherd, Neil Gareth, and John M. Rudd. "Intuition in Strategic Decision Making: Implications for Strategic Decision Effectiveness." Academy of Management Proceedings 2012, no. 1 (July 2012): 11633. http://dx.doi.org/10.5465/ambpp.2012.11633abstract.

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18

Ko, C. H., P. W. Wang, T. L. Liu, C. S. Chen, C. F. Yen, and J. Y. Yen. "The adaptive decision-making, risky decision, and decision-making style of Internet gaming disorder." European Psychiatry 44 (July 2017): 189–97. http://dx.doi.org/10.1016/j.eurpsy.2017.05.020.

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AbstractBackground:Persistent gaming, despite acknowledgment of its negative consequences, is a major criterion for individuals with Internet gaming disorder (IGD). This study evaluated the adaptive decision-making, risky decision, and decision-making style of individuals with IGD.Methods:We recruited 87 individuals with IGD and 87 without IGD (matched controls). All participants underwent an interview based on the Diagnostic and Statistical Manual of Mental Disorders (5th Edition) diagnostic criteria for IGD and completed an adaptive decision-making task; the Preference for Intuition and Deliberation Scale, Chen Internet Addiction Scale, and Barratt Impulsivity Scale were also assessed on the basis of the information from the diagnostic interviews.Results:The results demonstrated that the participants in both groups tend to make more risky choices in advantage trials where their expected value (EV) was more favorable than those of the riskless choice. The tendency to make a risky choice in advantage trials was stronger among IGD group than that among controls. Participants of both groups made more risky choices in the loss domain, a risky option to loss more versus sure loss option, than they did in the gain domain, a risky option to gain more versus sure gain. Furthermore, the participants with IGD made more risky choices in the gain domain than did the controls. Participants with IGD showed higher and lower preferences for intuitive and deliberative decision-making styles, respectively, than controls and their preferences for intuition and deliberation were positively and negatively associated with IGD severity, respectively.Conclusions:These results suggested that individuals with IGD have elevated EV sensitivity for decision-making. However, they demonstrated risky preferences in the gain domain and preferred an intuitive rather than deliberative decision-making style. This might explain why they continue Internet gaming despite negative consequences. Thus, therapists should focus more on decision-making styles and promote deliberative thinking processes to mitigate the long-term negative consequences of IGD.

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19

Liebowitz, Jay, Yolande Chan, Tracy Jenkin, Dylan Spicker, Joanna Paliszkiewicz, and Fabio Babiloni. "If numbers could “feel”: How well do executives trust their intuition?" VINE Journal of Information and Knowledge Management Systems 49, no. 4 (November 11, 2019): 531–45. http://dx.doi.org/10.1108/vjikms-12-2018-0129.

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Purpose In the business and data analytics community, intuition has not been discussed widely in terms of its application to executive decision-making. However, the purpose of this paper is to focus on new global research that combines intuition, trust and analytics in terms of how well C-level executives trust their intuition. Design/methodology/approach Our Fulbright research, as described in this paper and performed by colleagues from the United States, Canada, Poland and Italy, examines executives’ as well as other less experienced employees’ preferences for different types of intuition versus data analysis. This study set out to better understand the degree to which executives prefer intuition versus analysis and the relationship between these approaches to decision-making. Our research combines elements of a review, a cross-cultural/cross-company survey study and a biometrics study in interoception. The research team has a multidisciplinary background in business, information technology, strategy, trust management, statistics and neuroscience. Findings Based on our research, the main findings are as follows. The use of and preference for intuition types change as employees gain more experience. However, there may be intuition styles that are more static and trait-like, which are linked to roles, differentiating managers from leaders. Using “inferential intuition” and “seeing the big picture” go hand in hand. Listening to your body signals can promote improved intuition. Cross-cultural differences may impact executive decision-making. Executives often prefer to use their intuition over analysis/analytics. Research limitations/implications This research could be expanded to have a larger sample size of C-level executives. We had 172 responses with 65% C-level executives and 12% directors. However, a recent survey by the Economist Intelligence Unit on intuition used by executives had a sample of 174 executives around the world, which is comparable with our sample size. Practical implications From our research, executives should continue to apply their experiential learning through intuition to complement their use of data in making strategic decisions. We have often discounted the use of intuition in executive decision-making, but our research highlights the importance of making it a critical part of the executive decision-making process. Originality/value Based on the results of our survey and biometrics research, executives apply their intuition to gain greater confidence in their decision-making. Listening to their body signals can also improve their intuitive executive awareness. This complements their use of data and analytics when making executive decisions.

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20

Murnighan, Keith, and Long Wang. ""Emotions, Intuition, and Reasoning in Moral Decision Making"." Academy of Management Proceedings 2013, no. 1 (January 2013): 13413. http://dx.doi.org/10.5465/ambpp.2013.13413abstract.

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21

Andrzejewska, Michalina, Dilara Berkay, Sophie Dreesmann, Jonas Haslbeck, Daisy Mechelmans, and Sarah Furlan. "(In)accurate Intuition: Fast Reasoning in Decision Making." Journal of European Psychology Students 4, no. 2 (September 15, 2013): 9. http://dx.doi.org/10.5334/jeps.bf.

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Cioffi, Jane. "Heuristics, servants to intuition, in clinical decision-making." Journal of Advanced Nursing 26, no. 1 (July 1997): 203–8. http://dx.doi.org/10.1046/j.1365-2648.1997.1997026203.x.

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23

Lamond, Dawn, and Carl Thompson. "Intuition and Analysis in Decision Making and Choice." Journal of Nursing Scholarship 32, no. 4 (December 2000): 411–14. http://dx.doi.org/10.1111/j.1547-5069.2000.00411.x.

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24

Salas, Eduardo, Michael A. Rosen, and Deborah DiazGranados. "Expertise-Based Intuition and Decision Making in Organizations." Journal of Management 36, no. 4 (October 28, 2009): 941–73. http://dx.doi.org/10.1177/0149206309350084.

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25

George, B. "Decision Making in Organizations: Intuition, Information, and Religiosity." Economics of Science 6, no. 3 (October 15, 2020): 152–58. http://dx.doi.org/10.22394/2410-132x-2020-6-3-152-158.

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Previous research in experimental psychology suggests that religious belief is influenced by one’s general tendency to rely on intuition rather than information. A corollary emerging from this based on balance theory is that managers who are religious might make more intuition-based decisions than their counterparts who are not religious. The latter group might tend to make more information-based decisions. Recent research also indicates that the use of scientific method, a close cousin of information-based decision making, triggers moral behavior. Employing critical incident technique, the present researchers test this potential relationship among business executives at various ranks, various cultural contexts, and holding various religious beliefs. Our analysis indicates that theist managers, both gnostic and agnostic, preferred intuitive decision making. Likewise, both gnostic and agnostic atheist managers preferred information-based decision making. Also, atheist managers articulated better logical explanations as to why their decisions were morally correct.

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26

Khatri, Naresh, and H. Alvin Ng. "The Role of Intuition in Strategic Decision Making." Human Relations 53, no. 1 (January 2000): 57–86. http://dx.doi.org/10.1177/0018726700531004.

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27

Muoni, Tambu. "Decision-making, intuition, and the midwife: Understanding heuristics." British Journal of Midwifery 20, no. 1 (January 2012): 52–56. http://dx.doi.org/10.12968/bjom.2012.20.1.52.

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Constantiou, Ioanna, Arisa Shollo, and Morten Thanning Vendelo. "Sharing and Communicating Intuition in Organizational Decision Making." Academy of Management Proceedings 2014, no. 1 (January 2014): 16144. http://dx.doi.org/10.5465/ambpp.2014.16144abstract.

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29

Nyatanga, Brian, and Hilde de Vocht. "Intuition in clinical decision-making: a psychological penumbra." International Journal of Palliative Nursing 14, no. 10 (October 2008): 492–96. http://dx.doi.org/10.12968/ijpn.2008.14.10.31493.

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30

Traynor, Michael, Maggie Boland, and Niels Buus. "Autonomy, evidence and intuition: nurses and decision-making." Journal of Advanced Nursing 66, no. 7 (May 21, 2010): 1584–91. http://dx.doi.org/10.1111/j.1365-2648.2010.05317.x.

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31

Vanlommel, Kristin, Roos Van Gasse, Jan Vanhoof, and Peter Van Petegem. "Teachers’ decision-making: Data based or intuition driven?" International Journal of Educational Research 83 (2017): 75–83. http://dx.doi.org/10.1016/j.ijer.2017.02.013.

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32

Alba, Barbara. "Factors that impact on emergency nurses’ ethical decision-making ability." Nursing Ethics 25, no. 7 (November 10, 2016): 855–66. http://dx.doi.org/10.1177/0969733016674769.

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Background: Reliance on moral principles and professional codes has given nurses direction for ethical decision-making. However, rational models do not capture the emotion and reality of human choice. Intuitive response must be considered. Research purpose: Supporting intuition as an important ethical decision-making tool for nurses, the aim of this study was to determine relationships between intuition, years of worked nursing experience, and perceived ethical decision-making ability. A secondary aim explored the relationships between rational thought to years of worked nursing experience and perceived ethical decision-making ability. Research design and context: A non-experimental, correlational research design was used. The Rational Experiential Inventory measured intuition and rational thought. The Clinical Decision Making in Nursing Scale measured perceived ethical decision-making ability. Pearson’s r was the statistical method used to analyze three primary and two secondary research questions. Participants: A sample of 182 emergency nurses was recruited electronically through the Emergency Nurses Association. Participants were self-selected. Ethical considerations: Approval to conduct this study was obtained by the Adelphi University Institutional Review Board. Findings: A relationship between intuition and perceived ethical decision-making ability ( r = .252, p = .001) was a significant finding in this study. Discussion: This study is one of the first of this nature to make a connection between intuition and nurses’ ethical decision-making ability. Conclusion: This investigation contributes to a broader understanding of the different thought processes used by emergency nurses to make ethical decisions.

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Miller, Elizabeth M., and Pamela D. Hill. "Intuition in Clinical Decision Making: Differences Among Practicing Nurses." Journal of Holistic Nursing 36, no. 4 (August 23, 2017): 318–29. http://dx.doi.org/10.1177/0898010117725428.

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Purpose: To examine the relationships and differences in the use of intuition among three categories of practicing nurses from various clinical units at a medical center in the Midwest. Design: Descriptive, correlational, cross-sectional, prospective design. Method: Three categories of nurses were based on the clinical unit: medical/surgical nurses ( n = 42), step-down/progressive care nurses ( n = 32), and critical care nurses ( n = 24). Participants were e-mailed the Rew Intuitive Judgment Scale (RIJS) via their employee e-mail to measure intuition in clinical practice. Participants were also asked to rate themselves according to Benner’s (novice to expert) proficiency levels. Findings: Nurses practicing at higher self-reported proficiency levels, as defined by Benner, scored higher on the RIJS. More years of clinical experience were associated with higher self-reported levels of nursing proficiency and higher scores on the RIJS. There were no differences in intuition scores among the three categories of nurses. Conclusion: Nurses have many options, such as the nursing process, evidence-based clinical decision-making pathways, protocols, and intuition to aid them in the clinical decision-making process. Nurse educators and development professionals have a responsibility to recognize and embrace the multiple thought processes used by the nurse to better the nursing profession and positively affect patient outcomes.

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Abdillah, Abdillah, Toto Nusantara, Subanj Subanj, Hery Susanto, and Abadyo Abadyo. "The Students Decision Making in Solving Discount Problem." International Education Studies 9, no. 7 (June 28, 2016): 57. http://dx.doi.org/10.5539/ies.v9n7p57.

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<p class="apa">This research is reviewing students’ process of decision making intuitively, analytically, and interactively. The research done by using discount problem which specially created to explore student’s intuition, analytically, and interactively. In solving discount problems, researcher exploring student’s decision in determining their attitude which concern in the used of intuitively, analytically, and interactively. Result of this research showing that the student’s decision making in solving discount problem begin with their intuitively, then interactively and continued with analytically; afterward return to intuition, interaction and end up with analytical. Those three components (intuitively, interactively and analytically) repeated occur until obtaining result which is desire.</p>

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Hubscher-Davidson, Séverine. "The role of intuition in the translation process." Describing Cognitive Processes in Translation: Acts and events 8, no. 2 (November 29, 2013): 211–32. http://dx.doi.org/10.1075/tis.8.2.05hub.

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This paper explores the psychological construct of intuition and its influence in decision-making behavior. Intuition was defined by Jung (1971) as a primary mode of perception operating subconsciously. As opposed to sensing personality types who prefer concrete details, intuitive personality types prefer to acquire information by imagining possibilities (Myers and Myers 1995). In this paper, an analysis of verbalization data from a translation process study is discussed in order to demonstrate the influence of intuition on decision-making during the translation process and to explore the implications of this influence. Recent studies have found that intuition plays a role in learning and decision-making tasks involving affect (Laborde et al. 2010: 786). Intuition is therefore here viewed as a potentially vital component of translator behavior which could predict individuals’ translating effectiveness.

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36

Malewska, Kamila. "The profile of an intuitive decision maker and the use of intuition in decision-making practice." Management 22, no. 1 (June 1, 2018): 31–44. http://dx.doi.org/10.2478/manment-2018-0003.

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Summary The profile of an intuitive decision maker and the use of intuition in decision-making practice The aim of this paper is to determine the relationship between the personality traits identified in the literature as characteristic of an intuitive decision-maker and the use of intuition in the decisionmaking process. In order to empirically verify this issue, the author conducted a pilot study. The article consists of three principal parts and is both theoretical and empirical in nature. The first part presents the essence of intuition and attempts to define this ambiguous concept. Next, the personality traits, abilities and predispositions which make up the profile of an intuitive decision maker are discussed. The final part of the paper is devoted to presenting the results obtained in the course of this empirical research.

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37

Zulfiqar, Sehar, and A. Islam. "Exploring the Role of Emotions and Moods in Decision Making: Study on the Use of Structured Decision Approach and Intuition." International Journal of Engineering and Management Sciences 2, no. 3 (September 10, 2017): 140–49. http://dx.doi.org/10.21791/ijems.2017.3.14.

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Emotions and moods can play a significant role in the decision making. The present paper contest this point by providing evidence on the two important approaches used in decision making that is structured decision approach and intuition. For this purpose data was gathered from 150 respondents in two different groups. Chi square test, independent sample t-test and logistic regression analysis were used to test the hypothesis. The results of the study reveal that individuals with positive and negative mood state vary significantly in their use of structured decision approach and intuition. The individuals with negative mood state are more likely to use all steps of structured decision approach as compared to the individuals in the positive mood state. The results of the study further reveal that the individual’s emotional state significantly predicted the use of structured approach and intuition in decision making.

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Sola, Ermi. "DECISION MAKING: Sebuah Telaah Awal." Idaarah: Jurnal Manajemen Pendidikan 2, no. 2 (January 7, 2019): 208. http://dx.doi.org/10.24252/idaarah.v2i2.7004.

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AbstractIn general, decision making is a process of choosing alternatives conducted by a certain people in an organization. An accurate decision that solves or answers the problem, needs ...and creativity from the decision makers. The decision makers have to follow any steps of decision making itself. Generally, there many steps in decision making, starting from the clearness of problem it self, develop alternatives, assess the alternatives by determine certain criteria, choose the best alternatives to be a decision, implement it, and control the implementation especially to the decision that is not routine, rarely happens, and special. Judgement, intuition, and creativity is the key to a success and effective decision making.

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Anderson, Natalie Elizabeth, Julia Slark, and Merryn Gott. "Unlocking intuition and expertise: using interpretative phenomenological analysis to explore clinical decision making." Journal of Research in Nursing 24, no. 1-2 (March 2019): 88–101. http://dx.doi.org/10.1177/1744987118809528.

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Background Clinical decision making is a complex, but important, research area. Decision-making theories have evolved to recognise that, although heuristics and biases can lead to error, expert clinician decision makers can also use intuition to good effect. More research is needed to understand how nurses and other clinicians make sense of complexity and uncertainty. Aim This paper discusses the utility of interpretative phenomenological analysis to elucidate clinical decision making, expertise and intuition. Methods A narrative review of published interpretative phenomenological analysis studies exploring clinical decision-making, and discussion of an exemplar study. Results A limited number of interpretative phenomenological analysis studies have been published in this area. By seeking out descriptions of real-world decision making, interpretative phenomenological analysis research provides ecologically valid insights into what it is like to make time-critical, high-stakes decisions with limited information. Conclusion Contributing to the study of complex clinical decision making in combination with other research approaches, interpretative phenomenological analysis research has significant unrealised potential to inform education, assessment and support interventions and the development of clinical guidelines. Future applications could enhance understanding of multi-disciplinary decision-making and the development of expertise and intuition, over time.

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DANE, ERIK, and MICHAEL G. PRATT. "INTUITION: ITS BOUNDARIES AND ROLE IN ORGANIZATIONAL DECISION-MAKING." Academy of Management Proceedings 2004, no. 1 (August 2004): A1—A6. http://dx.doi.org/10.5465/ambpp.2004.13862713.

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Dane, Erik, and Michael G. Pratt. "Exploring Intuition and its Role in Managerial Decision Making." Academy of Management Review 32, no. 1 (January 2007): 33–54. http://dx.doi.org/10.5465/amr.2007.23463682.

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Pretz, Jean E., and Victoria N. Folse. "Nursing experience and preference for intuition in decision making." Journal of Clinical Nursing 20, no. 19-20 (May 18, 2011): 2878–89. http://dx.doi.org/10.1111/j.1365-2702.2011.03705.x.

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Plasschaert, A. J., E. H. Verdonschot, N. H. Wilson, and A. S. Blinkhorn. "Decision making in restorative dentistry: intuition or knowledge based?" British Dental Journal 178, no. 9 (May 1995): 320–21. http://dx.doi.org/10.1038/sj.bdj.4808751.

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Hogarth, Robin M. "Intuition: A Challenge for Psychological Research on Decision Making." Psychological Inquiry 21, no. 4 (November 30, 2010): 338–53. http://dx.doi.org/10.1080/1047840x.2010.520260.

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Matzler, Kurt, Borislav Uzelac, and Florian Bauer. "Intuition: the missing ingredient for good managerial decision-making." Journal of Business Strategy 35, no. 6 (November 17, 2014): 31–40. http://dx.doi.org/10.1108/jbs-12-2012-0077.

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Purpose – This paper aims to clarify the role of intuition in managerial decision making by identifying when intuitive decision making is typically applied, of what value it is for organizations and what inhibits its application. Design/methodology/approach – The authors combine insights from cognitive and social psychology with empirical evidence from a survey study with Austrian organizations. Findings – In conjunction with deliberation, intuitive decision making contributes positively to organizational performance. Its application is moderated by a person’s hierarchical position, organization size as well as the subject at hand. Research limitations/implications – While literature suggests to rely on self-reports to measure success, this approach can also be perceived as a limitation of this paper. Although insiders are most knowledgeable about their organizations, their information might lack objectivity. It is therefore important that future research applies more objective success measures. Practical implications – This research stresses the merits and dangers of intuitive decision making and advises managers how to become “good” intuitive decision makers. Social implications – Understanding the hallmarks of intuitive decision making, as well as the factors that moderate it, alters the understanding of our actions and therefore has implications for all human interactions. Originality/value – This paper adds to existing literature on intuition in management research by providing empirical data regarding the value of intuition and factors that inhibit its application in organizational contexts.

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Vincent, Vinod U. "Integrating intuition and artificial intelligence in organizational decision-making." Business Horizons 64, no. 4 (July 2021): 425–38. http://dx.doi.org/10.1016/j.bushor.2021.02.008.

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Zollo, Lamberto, Sukki Yoon, Riccardo Rialti, and Cristiano Ciappei. "Ethical consumption and consumers’ decision making: the role of moral intuition." Management Decision 56, no. 3 (March 12, 2018): 692–710. http://dx.doi.org/10.1108/md-10-2016-0745.

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Purpose The purpose of this paper is to explore the understudied antecedents of moral reasoning and cognitive processes that ultimately shape the ethical consumption. The theory of planned behavior (TPB) and the socio-intuitionist model are integrated. Holistic, inferential, and affective dimensions of intuition are identified as critical antecedents of environmental concerns that then influence the ethical consumption. Design/methodology/approach Structural equation modeling is used to analyze intuitive judgments and ethical concerns in 256 US undergraduates. The New Ecological Paradigm (NEP) is used to measure ethical concerns and the ecologically conscious consumer behavior (ECCB) instrument is used to measure ethical consumption. Findings The results indicate that inferential intuition, but not affective intuition, significantly predicts the ethical concerns (NEP), which in turn significantly influence all five dimensions of ethical consumption behavior (ECCB). Practical implications Managers and marketing strategists should focus on non-rational influences such as moral intuition to effectively promote ethical and responsible consumption. Originality/value The TPB and the intuitionist theory are integrated to reveal empirically how intuitive judgments may affect consumer attitudes and to provide new insights regarding the ethical consumption.

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Lohrke, Franz T., Charles M. Carson, and Archie Lockamy. "Bayesian analysis in entrepreneurship decision-making research." Management Decision 56, no. 5 (May 14, 2018): 972–86. http://dx.doi.org/10.1108/md-12-2016-0948.

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Purpose The purpose of this paper is to review Bayesian analysis in recent entrepreneurship research to assess how scholars have employed these methods to study the entrepreneurship process. Researchers in other business fields (e.g. management science, marketing, and finance) have increasingly employed Bayesian methods to study issues like decision making. To date, however, Bayesian methods have seen only limited use in entrepreneurship research. Design/methodology/approach After providing a general overview of Bayesian methods, this study examines how extant entrepreneurship research published in leading journals has employed Bayesian analysis and highlights topics these studies have investigated most frequently. It next reviews topics that scholars from other business disciplines have investigated using these methods, focusing on issues related to decision making, in particular. Findings Only seven articles published in leading management and entrepreneurship journals between 2000 and 2016 employed or discussed Bayesian methods in depth when studying the entrepreneurship process. In addition, some of these studies were conceptual. Research limitations/implications This review suggests that Bayesian methods may provide another important tool for researchers to employ when studying decision making in high uncertainty situations or the impact of entrepreneurial experience on decision making over time. Originality/value This review demonstrates that Bayesian analysis may be particularly appropriate for entrepreneurship research. By employing these methods, scholars may gain additional insights into entrepreneurial phenomenon by allowing researchers to examine entrepreneurial decision making. Through this review and these recommendations, this study hopes to encourage greater Bayesian analysis usage in future entrepreneurship research.

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TICHÁ, I., J. HRON, and J. FIEDLER. "Managerial decision making – importance of intuition in the rational process." Agricultural Economics (Zemědělská ekonomika) 56, No. 12 (December 20, 2010): 553–57. http://dx.doi.org/10.17221/169/2010-agricecon.

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The article contributes to the debate over the use of intuition in the managerial decision making. A brief overview of the debate is further elaborated with the comparison of findings brought about by two surveys conducted in the field settings. The comparison shows some similarities – for instance, the number of respondents admitting their reliance on intuition in decision making, but also some major differences.

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Okoli, Justin, and John Watt. "Crisis decision-making: the overlap between intuitive and analytical strategies." Management Decision 56, no. 5 (May 14, 2018): 1122–34. http://dx.doi.org/10.1108/md-04-2017-0333.

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Purpose The purpose of this paper is to draw on the naturalistic decision making and cognitive science literature to examine how experienced crisis managers utilize the intuitive and analytical strategies when managing complex incidents. A cognitive model that describes the interplay between strategies is presented and discussed, and the specific role that intuition plays in analytical decision making is addressed. Design/methodology/approach Designed as a conceptual paper, the extant literature is reviewed to advance discussions on the theme of intuitive and analytical decision making in the naturalistic environment. A new model of expert intuition – the information filtering and intuitive decision model – is presented and evaluated against existing cognitive models from the wider literature. Findings The paper suggests that experts’ ability to make intuitive decisions is strongly hinged on their information processing skills that allow irrelevant cues to be sifted out while the relevant cues are retained. The paper further revealed that experts generally employ the intuitive mode as their default strategy, drawing on the analytical mode only as conditions warrant. Originality/value Prior research has shown that experts often make important task decisions using intuitive or analytical strategies or by combining both, but the sequence these should typically follow is still unresolved. Findings from the intuition model reveal that although intuition often precedes analytical thinking in almost all cases, both strategies exist to offer significant values to decision makers if the basis of their application is well understood.

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