Intuition in strategic decision making:implications for strategic decision effectiveness

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.

An examination of intuition in strategic decision-making:the role of context

Intuition is a vitally important concept in strategic decision making research because it enables decision-makers to rapidly detect patterns in dynamic environments in order to cope with the time-pressured, ill-structured and non-routine nature of strategic decision-making. Despite a growing body of conceptual literature emphasising the importance of intuition in strategic decision-making; there has been very little development of theory explaining the contextual factors that cause intuition to be used in the strategic decision-making process. This paper demonstrates that by integrating different contextual variables a clear understanding of the influences on the use of intuition in strategic decision-making can be developed. This article develops an integrative theoretical model together with testable research propositions, which if empirically examined, would make a substantial contribution to knowledge.

Classifying clinical decision making:interpreting nursing intuition, heuristics and medical diagnosis

This is the second of two linked papers exploring decision making in nursing. The first paper, 'Classifying clinical decision making: a unifying approach' investigated difficulties with applying a range of decision-making theories to nursing practice. This is due to the diversity of terminology and theoretical concepts used, which militate against nurses being able to compare the outcomes of decisions analysed within different frameworks. It is therefore problematic for nurses to assess how good their decisions are, and where improvements can be made. However, despite the range of nomenclature, it was argued that there are underlying similarities between all theories of decision processes and that these should be exposed through integration within a single explanatory framework. A proposed solution was to use a general model of psychological classification to clarify and compare terms, concepts and processes identified across the different theories. The unifying framework of classification was described and this paper operationalizes it to demonstrate how different approaches to clinical decision making can be re-interpreted as classification behaviour. Particular attention is focused on classification in nursing, and on re-evaluating heuristic reasoning, which has been particularly prone to theoretical and terminological confusion. Demonstrating similarities in how different disciplines make decisions should promote improved multidisciplinary collaboration and a weakening of clinical elitism, thereby enhancing organizational effectiveness in health care and nurses' professional status. This is particularly important as nurses' roles continue to expand to embrace elements of managerial, medical and therapeutic work. Analysing nurses' decisions as classification behaviour will also enhance clinical effectiveness, and assist in making nurses' expertise more visible. In addition, the classification framework explodes the myth that intuition, traditionally associated with nurses' decision making, is less rational and scientific than other approaches.

The role of intuition in the translation process:A case study

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. © John Benjamins Publishing Company.

Elemzés vagy megérzés: a stratégiai döntéshozatal gyakorlata Californiában és Magyarországon = Analysis or Intuition: Strategic decision making in California and Hungary

Stratégiai döntéseket jellemzően a vállalatok felsővezetői, vezérigazgatók és elnökök hoznak. Ennek szellemében 40 felsővezetőt kérdeztünk két nagyon különböző régióban (Kaliforniában és Magyarországon) egy összehasonlító kutatás keretében. A két országban tizenkét válaszadó vezérigazgató, elnök, alelnök, vagy felelős vezető volt (rájuk, mint Vezetőkre hivatkoztunk), miközben nyolcan alapítói és többségi tulajdonosai voltak saját vállalkozásuknak (őket nevezzük Vállalkozóknak). A kutatás három területre irányult: 1) Hogyan hoznak döntéseket a felsővezetők a valóságban a világ e két különböző táján; 2) Mennyiben különböznek - ha egyáltalán különböznek - a Vállalkozók és a Vezetők az alkalmazott döntéshozatali közelítésmódot tekintve, amikor az analitikus gondolkodást az intuícióikkal kombinálják; 3) Mik a hasonlóságok és a különbségek a menedzsment képességekben és a döntéshozatali rutinokban a Vállalkozók és a Vezetők között a vizsgált menedzsment kultúrákban. = Strategic decision making is usually conducted by a firm’s top management, led by the CEO or the President of the company. In keeping with this, 40 top level managers in two very different regions (California, USA and Hungary) were targeted in a comparative research study. In the two countries, twelve of the managers were CEOs, Presidents, Vice Presidents or Chief Officers (hereafter referred to as Executives) while eight were founders and majority owners of their own enterprises (hereafter referred to as Entrepreneurs). The research focused on the following 3 areas: 1) How top level managers really make strategic decisions in these two different parts of the world; 2) How Entrepreneurs and Executives differ, if at all, in their approach to strategic decision making when they combine analytical thinking with their intuition; 3) The similarities and differences in management skills and decision making routines between Entrepreneurs and Executives within the investigated management cultures.

Racionális és intuitív döntéshozók Kaliforniában és Magyarországon (Analysis or Intuition – Strategic decision making in California and Hungary)

Stratégiai döntéseket jellemzően a vállalatok felső vezetői, vezérigazgatók és elnökök hoznak. Ennek szellemében a szerző negyven felső vezetőt kérdezett meg két nagyon különböző régióban (Kaliforniában és Magyarországon) egy összehasonlító kutatás keretében. A két országban tizenkét válaszadó vezérigazgató, elnök, alelnök vagy felelős vezető volt (rájuk mint Vezetőkre hivatkoztunk), miközben nyolcan alapítói és többségi tulajdonosai voltak saját vállalkozásuknak (őket nevezzük Vállalkozóknak). A kutatás három területre irányult: 1) Hogyan hoznak döntéseket a felső vezetők a valóságban a világ e két különböző táján 2) Mennyiben különböznek – ha egyáltalán különböznek – a Vállalkozók és a Vezetők az alkalmazott döntéshozatali közelítésmódot tekintve, amikor az analitikus gondolkodást az intuícióikkal kombinálják 3) Mik a hasonlóságok és a különbségek a menedzsmentképességekben és a döntéshozatali rutinokban a Vállalkozók és a Vezetők között a vizsgált menedzsmentkultúrákban? ______ Strategic decision making is usually conducted by a firm’s top management, led by the CEO or the President of the company. In keeping with this, 40 top level managers in two very different regions (California, USA and Hungary) were targeted in a comparative research study. In the two countries, twelve of the managers were CEOs, Presidents, Vice Presidents or Chief Officers (hereafter referred to as Executives) while eight were founders and majority owners of their own enterprises (hereafter referred to as Entrepreneurs). The research focused on the following 3 areas: 1) How top level managers really make strategic decisions in these two different parts of the world; 2) How Entrepreneurs and Executives differ, if at all, in their approach to strategic decision making when they combine analytical thinking with their intuition; 3) The similarities and differences in management skills and decision making routines between Entrepreneurs and Executives within the investigated management cultures.

Analysis and intuition in strategic decision making. The case of California

Many management scholars believe that the process used to make strategic decisions affects the quality of those decisions. However several authors have observed a lack of research on the strategic decision making process. Empirical tests of factors that have been hypothesized to affect the way strategic decisions are made notably are absent. (Fredrickson, 1985) This paper reports the results of a study that attempts to assess the effects of decision making circumstances focusing mainly on the approaches applied and the managerial skills and capabilities the decision makers built on during concrete strategic decision making procedures. The study was conducted in California between September 2005 and June 2006 and it was sponsored by a Fulbright Research Scholarship Grant.

Intuition as it relates to curriculum, instruction, and resulting academic success in elementary school

Regardless of the fact that children learn in significantly different ways, most curriculum and instruction are guided by the idea that sequential organization of the material to be learned is the best and most efficient way of presenting information to children. Children who learn and think intuitively are denied their preference, forced to conform to the sequential nature of the curriculum and instruction. Based on the theory of psychological type, this study sought to identify any relationship between a student's cognitive style of learning, either Sensing or Intuitive, and his/her academic success in elementary school. The Murphy-Meisgeier Type Indicator for Children was used to identify the cognitive style of students in grades two through eight in a small, private, parochial school. Scores on a standardized achievement test and grades were then analyzed to see if there was a relationship of cognitive style to grades and achievement test scores. Also, the researcher investigated whether or not the teacher's cognitive style had any relationship to students' cognitive style and academic achievement. Although none of the results was statistically significant, the achievement test scores indicated that Sensing students score higher in reading, mathematics concepts, and mathematics computation. However, Intuitive students had higher mean grades in reading and language arts, and virtually equal means mathematics concepts and computation. It was also found that all students, both Sensing and Intuitive, had higher mean grades in the classes of Intuitive teachers. ^

Intuition and its component parts in the heuristic processing of deception detection: Hunch, *evidence, and reliance on intuitive efficacy

Rated trust in intuitive efficacy (measured as trust, belief, use, accuracy and weighting of intuition) was investigated as a predictor of self-designated use of intuitive (hunch and hunch plus evidential belief) vs. deliberative (evidential belief and evidential belief plus hunch) deception detection judgments and actual accuracy. Twenty-nine student participants were filmed as they made true and deceptive statements about their everyday activities on a given evening (last Friday night), and college students (N=238) judged 20 (10=true, 10=deceptive) of these filmed statements as truthful or deceptive. Participants provided ratings of reliance on hunches vs. evidential belief, confidence in film judgments, intuitive efficacy, accuracy in deception detection, reliance on cues to deception, and experiences with intuition. Generalized estimated equation modeling using binary logistics demonstrated accuracy in identifying true vs. deceptive statements was predicted by film number, hunch-evidence ratings, weighting of intuition, and total cues cited. Weighting of intuition was predictive of accuracy across participants, with higher weighting predictive of higher accuracy in general. Participants who cited evidential belief plus hunch and moderate to high weighting incorrectly reversed their true vs. deceptive judgments. Accuracy for true statements was higher for hunches and hunch plus evidential belief, whereas accuracy for deceptive statements was higher for evidential belief Accuracy for participants who relied on evidential belief plus hunch was at chance. Subjective experiences underlying judgments differed by participant and type of film viewed (true vs. deceptive) and were predicted by hunch-evidence ratings, trust, use, intuitive accuracy, and total cues cited. Trust predicted increases in judging films to be true, whereas use and accuracy predicted increases in judging films as deceptive; none were predictive of accuracy. Increased number of cues cited predicted judgments of deception, whereas decreased number of cues cited predicted truth. The study concluded that participants have the capacity to self-define their judgments as subjectively vs. deliberately based, provide subjective assessments of the influence of intuitive vs. objective information on their judgments, and can apply this self-knowledge, through effective weighting of intuition vs. other types of information, in making accurate judgments of true and deceptive everyday statements.

Investigating Familiarity in Older Adults to Facilitate Intuitive Interaction

This paper discusses how intuitive interaction is a possible way to increase the efficiency and effectiveness of interaction with older adults. It provides insights into existing research on intuitive interaction, and the role of prior experience and familiarity in intuition. An experiment is discussed which investigates differences in familiarity between younger and older adults. A comprehensive coding system has been developed to help analyse the data collected. This research is currently in progress.

Evidence-based decision making to strengthen local governance : nutritional health interventions in Bantul and Gunungkidul

Since 2001, district governments have had the main responsibility for providing public health care in Indonesia. One of the main public health challenges facing many district governments is improving nutritional standards, particularly among poorer segments of the population. Developing effective policies and strategies for improving nutrition requires a multi-sectoral approach encompassing agricultural development policy, access to markets, food security (storage) programs, provision of public health facilities, and promotion of public awareness of nutritional health. This implies a strong need for a coordinated approach involving multiple government agencies at the district level. Due to diverse economic, agricultural, and infrastructure conditions across the country, district governments’ ought to be better placed than central government both to identify areas of greatest need for public nutrition interventions, and devise policies that reflect local characteristics. However, in the two districts observed in this study—Bantul and Gunungkidul—it was clear that local government capacity to generate, obtain and integrate evidence about local conditions into the policy-making process was still limited. In both districts, decision-makers tended to rely more on intuition,anecdote, and precedent in formulating policy. The potential for evidence-based decision making was also severely constrained by a lack of coordination and communication between agencies, and current arrangements related to central government fiscal transfers, which compel local governments to allocate funding to centrally determined programs and priorities.