Intuition is strategic decision making: Friend of foe in the fast-paced 21st century

By C. Miller, R. Duane Ireland. IEEE Engineering Management Review, 2005

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Strategy-Process Research: What Have We Learned and What Is Still to Be Explored (2006, background): “Other examples are studies devoted to cognitive concepts such as intuition (Miller & Ireland, 2005) or script tracks (. . . . Goodwin & Ziegler, 1998), which can be summarized in the strategists’ personal and cognitive context box.”
The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox Perspective (2017, unknown): “Intuition not only helps decision makers deal with uncertainty but also stimulates those creative cognitions that are essential to the generation and exploration of novel problem solutions, ideas, and related business opportunities (Claxton, 1998; Hodgkinson et al., 2009; Miller & Ireland, 2005).”
Intuition in Management Research: A Historical Review (2012, unknown): “A more sceptical tone was also adopted by Miller and Ireland (2005) who, although acknowledging that many executives and managers embrace intuition as a viable and sometimes effective approach, concluded that it is a " troublesome decision tool " (p.21).”
The Formation of Opportunity Beliefs: Overcoming Ignorance and Reducing Doubt (2007, unknown): “Entrepreneurship J., 1: 75–95 (2007) DOI: 10.1002/sej on prior knowledge—heuristics (Ross and Nisbett, 1991), proceduralization (Miller and Ireland, 2005; Mitchell, Friga, and Mitchell, 2005), and decision consciousness (Zollo and Winter, 2002).”