Expertise-Based Intuition and Decision Making in Organizations

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Understanding intuition: The case for two forms of intuition (2012, background): “We also argue that intuition worthy of trust (cf. Hogarth, 2001; Kahneman and Klein, 2009; Salas et al., 2010) appears to be experienced by experts and thus we limit our research to expert intuition.”
Intuition in Management Research: A Historical Review (2012, unknown): “Hence, it is not possible to understand intuition or improve decision makers' intuitive judgement skills in business organisations without first understanding the nature of intuitive expertise and the conditions under which it is acquired and when it succeeds or fails (Salas et al, 2010).”
A unified foundation for business analytics (2014, background): “While decision making is certainly a key facet of business, a manager is also concerned with solvingmore than decision problems.”
The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox Perspective (2017, unknown): “Other researchers maintain that intuition precedes rationality, but downplay the role of intuition as subservient to deliberative processes (Salas et al., 2010).”
Managing the Unknowable (2015, background): “Consistent with the affective decision-making literature, Alvarez and Barney (2007) proposed that entrepreneurs make decisions based on heuristics and biases, often through the use of an inductive, iterative, and incremental effectuation process (Sarasvathy, 2001).”