Intuition can produce effective strategic decisions because of its speed and ability to solve less-structured problems. Despite this, there are only a very small number of empirical studies that have examined intuition in the strategic decision-making process. We examine the relationship between the use of intuition in the strategic decision-making process, and strategic decision effectiveness. We propose that the expertise of the decision-maker, environmental dynamism and the characteristics of the strategic decision itself moderate the relationship between the use of intuition in the strategic decision making process, and strategic decision effectiveness. We make a significant theoretical contribution by integrating the management and social-psychology literatures in order to identify the variables that affect the relationship between the use of intuition in the strategic decision-making process, and strategic decision effectiveness. This article builds upon existing empirical research that has examined intuition in the strategic decision-making process, and reconciles some of the confounding results that have emerged. The paper presents a conceptual model and research propositions, which if empirically examined, would make a significant contribution to knowledge in the strategic decision-making domain of literature.
|Publication status||Published - 6 Oct 2012|
|Event||Academic of management 2012 annual meeting - Boston, United States|
Duration: 3 Aug 2012 → 7 Aug 2012
|Meeting||Academic of management 2012 annual meeting|
|Period||3/08/12 → 7/08/12|
- strategic decision making
- strategic decision effectiveness
Shepherd, N. G., & Rudd, J. M. (2012). Intuition in strategic decision making: implications for strategic decision effectiveness. Abstract from Academic of management 2012 annual meeting, Boston, United States.