The DOI matches its Crossref record; 17 of the 17 references it cites were found in a registry or an index.
Exploring Intuition and its Role in Managerial Decision Making
Abstract
We review and reconceptualize “intuition,” defining intuitions as affectively charged judgments that arise through rapid, nonconscious, and holistic associations. In doing so, we delineate intuition from other decision-making approaches (e.g., insight, rational). We also develop a model and propositions that incorporate the role of domain knowledge, implicit and explicit learning, and task characteristics on intuition effectiveness. We close by suggesting directions for future research on intuition and its applications to managerial decision making.
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Citations
Cites
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Cited by
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“…type of intuition – expert intuition or problem-solving intuition – in which the intuitive process is not random or irrational but is based on experience and a solid and complete grasp of a problem’s details (Dane & Pratt, 2007; Gore & Sadler-Smith, 2011; Khatri & Ng, 2000; Simon, 1987).”
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Self-citationThe effects of proximity and empathy on ethical decision-making: An exploratory investigation
Mencl, J., & May, D. R. (2009) · Journal of Business Ethics · doi:10.1007/s10551-008-9765-5 · Cited by 246
Metadata
- Authors
- Dane, E., & Pratt, M. G.
- Venue
- Academy of Management Review
- Publisher
- Academy of Management
- Published
- 2007-01
- Volume
- 32
- Issue
- 1
- Pages
- 33-54
- ISSN
- 0363-7425 (ISSN-L)
- 1930-3807
- OpenAlex
- W1995835640
- Cited by
- 1,504
- References
- 17
- FWCI
- 35.86
- Type
- journal article
- Language
- en
- Open access
- closed
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