Intuition in strategic decision making: implications for strategic decision effectiveness

Neil G. Shepherd, John M. Rudd

Research output: Contribution to conferenceAbstract

Abstract

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.
Original languageEnglish
Publication statusPublished - 6 Oct 2012
EventAcademic of management 2012 annual meeting - Boston, United States
Duration: 3 Aug 20127 Aug 2012

Meeting

MeetingAcademic of management 2012 annual meeting
CountryUnited States
CityBoston
Period3/08/127/08/12

Fingerprint

Strategic decision making
Intuition
Strategic decisions
Decision-making process
Conceptual model
Environmental dynamism
Empirical research
Confounding
Expertise
Decision maker
Social Psychology
Empirical study

Keywords

  • strategic decision making
  • intuition
  • strategic decision effectiveness

Cite this

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.
Shepherd, Neil G. ; Rudd, John M. / Intuition in strategic decision making : implications for strategic decision effectiveness. Abstract from Academic of management 2012 annual meeting, Boston, United States.
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Shepherd, NG & Rudd, JM 2012, 'Intuition in strategic decision making: implications for strategic decision effectiveness', Academic of management 2012 annual meeting, Boston, United States, 3/08/12 - 7/08/12.

Intuition in strategic decision making : implications for strategic decision effectiveness. / Shepherd, Neil G.; Rudd, John M.

2012. Abstract from Academic of management 2012 annual meeting, Boston, United States.

Research output: Contribution to conferenceAbstract

TY - CONF

T1 - Intuition in strategic decision making

T2 - implications for strategic decision effectiveness

AU - Shepherd, Neil G.

AU - Rudd, John M.

PY - 2012/10/6

Y1 - 2012/10/6

N2 - 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.

AB - 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.

KW - strategic decision making

KW - intuition

KW - strategic decision effectiveness

M3 - Abstract

ER -

Shepherd NG, Rudd JM. Intuition in strategic decision making: implications for strategic decision effectiveness. 2012. Abstract from Academic of management 2012 annual meeting, Boston, United States.