Indian Journal of Industrial Relations: Economics & Social Dev.

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Intuitive Decision Making in Management


Affiliations
1 Faculty of Management Studies, University of Delhi, India
2 Maharaja Agrasen College, University of Delhi, India
     

   Subscribe/Renew Journal


Organizations have never faced a more turbulent, complex or changing environment than they do today, whether in social, political, economic, technological or ecological terms. Customers are more demanding; product life cycles are shorter; technologies remain constantly changing. Managers have to, thus, continuously scan the competitive environment. Corporate working today invariably necessitates intuitive working as it requires decisions that are in tune with the evolving environment. Intuition is an excellent tool for cutting through needless complexity and place issues in perspective. This article discusses intuitive decision making as the means to arrive at such decisions and summarizes how intuitive thinking can be integrated formally into an organization's management processes.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Agor, Weston H. (1986), “The Logic of Intuition: How Top Executives Make Important Decisions”, Organizational Dynamics, 14:5- 18

  • Agor, Weston H.(1989), “Intuition and Strategic Planning”, The Futurist, Nov/Dec, 23:20

  • Cooper, Robert & Sawaf, Ayman (1997), Executive EQ: Emotional Intelligence in Business, Orion Business Books, London.

  • Dane, E & M.G.Pratt (2007), “Exploring Intuition and Its Role in Managerial Decision Making”, Academy of Management Review, 32 (1): 33-54.

  • Gopalakrishnan, R., (2007), The Case of the Bonsai Manager: Lessons from Nature, Penguin India

  • Hayashi, Alden M. (2001), “When To Trust Your Gut”, Harvard Business Review, February

  • Hodgkinson, G.P., (2008), “Intuition: A Fundamental Bridging Construct in the Behavioural Sciences”, British Journal of Psychology, 99:1-27

  • Humer, Franz (2007), “Intuition”, Harvard Business Review, January,85(17-18)

  • Isenberg, Daniel j, (1984), “How Senior Managers Think”, Harvard Business Review, November- December: 81-90

  • Jung, C.G, (1933), (first published in 1921), Psychological Types, New York: Harcourt, Brace, and Company

  • Klein (2003), Intuition at Work: Why Developing Your Gut Instincts Will Make You Better at What You Do, Doubleday, New York

  • Lank, Alden G, Lank & Elizabeth A. (1995), “Legitimising the Gut Feel: the Role of Intuition in Business”, Journal of Managerial Psychology, 10 (5):18-23

  • Mintzberg, Henry (1989), Mintzberg on Management: Inside Our Strange World of Organizations, Free Press, London: 372-73, 354-55

  • Parikh, Jagdish, Neubaeur, Fred & Lank, Alden G. (1996), Intuition: The New Frontier of Management; 3rd edition, Blackwell Business

  • Patton, John R., (2003), “Intuition in Decisions”, Management Decision, 41/10, : 989 - 96

  • Rosanoff, Nancy (2000), “Cracking the Intuition Code: Understanding and Mastering your Intuitive Power”, Tata Mcgraw-Hill, India.

  • Sadler-Smith, Eugene & Shefy, Erella (2004), “The Intuitive Executive: Understanding and Applying ‘Gut Feel’ in Decision-making”, Academy of Management Executive, 18 (4)

  • Senge, Peter (1990), The Fifth Discipline, Doubleday, New York

  • Smith, Eugene (2008), “The Role of Intuition in Collective Learning”, Advances in Developing Human Resources, 10 (4): 494-508

  • Tesolin,Arupa (2007), “Using Intuition to Make Management Decisions”, http://intuita. com/articles11.htm

  • White, Russell (2004), “Instinct and Intuition Are Crucial to the Art of True Leadership”, Charlotte Business Journal, October 29/ 10.


Abstract Views: 336

PDF Views: 0




  • Intuitive Decision Making in Management

Abstract Views: 336  |  PDF Views: 0

Authors

Preetam Khandelwal
Faculty of Management Studies, University of Delhi, India
Anshul Taneja
Maharaja Agrasen College, University of Delhi, India

Abstract


Organizations have never faced a more turbulent, complex or changing environment than they do today, whether in social, political, economic, technological or ecological terms. Customers are more demanding; product life cycles are shorter; technologies remain constantly changing. Managers have to, thus, continuously scan the competitive environment. Corporate working today invariably necessitates intuitive working as it requires decisions that are in tune with the evolving environment. Intuition is an excellent tool for cutting through needless complexity and place issues in perspective. This article discusses intuitive decision making as the means to arrive at such decisions and summarizes how intuitive thinking can be integrated formally into an organization's management processes.

References