The role of intuition and improvisation in project management

By Stephen A. Leybourne, E. Sadler‐Smith. 2006

234 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a13d8d035eeef02831c215ec2e107936aee62433

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Experimental and Cognitive Psychology

1. E. Sadler‐Smith
2. Mumin Dayan
3. I. Chaston
4. Erella Shefy
5. C. di Benedetto

In Management Science and Operations Research

1. Mumin Dayan
2. I. Chaston
3. E. Sadler‐Smith
4. C. di Benedetto

In Strategy and Management

1. I. Chaston
2. Mumin Dayan
3. E. Sadler‐Smith
4. C. di Benedetto

Citations in the corpus

• Intuition in Management Research: A Historical Review (2012, unknown): “CEST has come to enjoy considerable prominence amongst management intuition researchers in the 2000s (e.g. Hodgkinson and Clarke, 2007; Hodgkinson et al, 2009; Leybourne and Sadler-Smith, 2006; Sinclair and Ashkanasy, 2005).”
• Developing Intuitive Awareness in Management Education (2007, background): “a manifestation of the greater experience and expertise of longer tenured senior managers, for example Leybourne and Sadler-Smith (2006) found a positive relationship between managers' level of experience and their use of intuitive judgement.”
• Team intuition as a continuum construct and new product creativity: The role of environmental turbulence, team experience, and stress (2011, background): “This definition implies that intuitive decisions are executed rapidly upon the basis of an unconscious reasoning process which may have an affective component such as gut feeling, hunches, and “sixth sense” (Leybourne and Sadler-Smith, 2006).”
• Entrepreneurial Cognition, Entrepreneurial Orientation and Firm Capability in the Creative Industries (2011, background): “In research using non-entrepreneurial samples it has been found that intuition and analysis are separate (i.e. uncorrelated) facets of a dual system of information processing (Epstein et al., 1996; Hodgkinson et al., 2009; Leybourne and Sadler-Smith, 2006).”