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| Author: | Hodgkinson, G.P. (et al.) |
| Title: | Intuition in organizations: implications for strategic management |
| Journal: | Long Range Planning
2009 : JUN, VOL. 42:3, p. 277-297 |
| Index terms: | strategic management cognitive processes decision making cognition entrepreneurship psychology |
| Language: | eng |
| Abstract: | This paper examines the implications of the recent advances in social cognitive neuroscience and related fields that have rejuvenated scholarly research into intuition for understanding managerial and organizational decision making. Over the past two decades, considerable progress in distinguishing intuition from closely-related constructs such as instinct and insight has been made by researches, and the interplay between these non-conscious forms of cognition and explicit reasoning progress is now better understood. Furthermore, several of the foundational assumptions underpinning classic theories and frameworks in strategic management and entrepreneurship research are being called into question; old models are giving way to more sophisticated conceptions, in which intuitive and analytical approaches to decision making are underpinned by complex neuropsychological systems. This paper offers reflections on what these advances mean for the assessment, development and management of intuition in the workplace. |
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