This article contributes to the growing body of research concerning the decision-making process and decision success in organizations. The relationship between intuition and rationality have long been discussed in psychology and the management decision-making fields. Less is known about the outcomes of decision-making using intuition and rationality. We postulate that the importance of different decision processing styles depends on the overall configurations of the decision-specific, individual and environmental contexts. This study employs both structural equation modelling (SEM) and fuzzy-set qualitative comparative analysis (fsQCA) to identify the net effects and configurations of decisionspecific, individual and environmental contexts that culminate in intuitive and rational decision-making. Our results reveal that different configurations of decision-making styles and contextual factors may lead to good or bad decision-making outcomes.