Intuition in Organizations: Implications for Strategic Management

By G. Hodgkinson, E. Sadler‐Smith, Lisa A. Burke, Guy Claxton *, Paul Sparrow. 2009

270 citations recorded by the source corpus.

Subfields: Artificial Intelligence, Experimental and Cognitive Psychology, General Decision Sciences

View Paper: https://www.semanticscholar.org/paper/ae39e3ee6a4bd7c189e7c5d1c13eff29d96bf5b4

How researchers see this paper

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

In Artificial Intelligence

1. Francesco Ackermann
2. Viktor Dörfler
3. G. Hodgkinson

In Experimental and Cognitive Psychology

1. Francesco Ackermann
2. M. Healey
3. G. Hodgkinson
4. Viktor Dörfler
5. E. Sadler‐Smith

In General Decision Sciences

1. Francesco Ackermann
2. Viktor Dörfler
3. M. Healey
4. G. Hodgkinson

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. 2009a; Leybourne and SadlerSmith 2006; Sinclair and Ashkanasy 2005).”
• Psychological foundations of dynamic capabilities: Reflexion and reflection in strategic management (2009, background): “…2000) likely play a critical role in these circumstances (for overviews see Dane and Pratt, 2007; Hodgkinson, Langan-Fox, and SadlerSmith, 2008; Hodgkinson et al., 2009; Hogarth, 2001; Klein, 2003).2 Incorporating intuition into the sensing process demands a reconsideration of the role of…”
• Understanding intuition: The case for two forms of intuition (2012, methodology): “…literature also mentions and, occasionally, discusses in depth the role intuition plays in creativity (e.g. Claxton, 1998; Dane and Pratt, 2009; Hodgkinson et al., 2009a; Sinclair, 2010); however, apart from notable exceptions (Sinclair, 2010), intuition in creativity is still viewed as…”
• The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox Perspective (2017, unknown): “…and were characterized by uncertainty, complexity, lack of information, and time pressure, indicating that combining intuition and rational decision making might be more effective than following a strictly rational/analytical approach (Akinci & Sadler-Smith, 2012; Hodgkinson et al., 2009).”