Intuition: Myth or a Decision-making Tool?
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Faced with today's ill-structured business environment of fast-paced change and rising uncertainty, organizations have been searching for management tools that will perform satisfactorily under such ambiguous conditions. In the arena of managerial decision making, one of the approaches being assessed is the use of intuition. Based on our definition of intuition as a non-sequential information-processing mode, which comprises both cognitive and affective elements and results in direct knowing without any use of conscious reasoning, we develop a testable model of integrated analytical and intuitive decision making and propose ways to measure the use of intuition.
© 2005 Sage Publications. Reproduced in accordance with the copyright policy of the publisher. First published in Management Learning. This journal is available online: http://mlq.sagepub.com/content/vol36/issue3/