Management 'intuition': An interpretative account of structure and content of decision schemas using cognitive maps

By Ian Clarke, W. Mackaness. 2001

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The Cognitive Perspective in Strategy: An Integrative Review (2011, unknown): “…Smith, & Codling, 2000; Miller, 1993a; Peteraf & Shanley, 1997; Priem, Lyon, & Dess, 1999; Von Krogh & Roos, 1996 Abrahamson & Fairchild, 1999; Clarke & Mackaness, 2001; Fiegenbaum & Thomas, 1995; Gilbert, 2006; Hodgkinson, Bown, Maule, Glaister, & Pearman, 1999; Shepherd, 1999; Stimpert &…”
The Entrepreneur's Choice between Private and Public Ownership (2006, background): “Managerial decisions often involve unprecedented situations, and intuition fills in the gaps in knowledge left by lack of hard data (e.g. Clarke and Mackaness (2001)); differences in intuition can lead to disagreement about the optimal decision.”
Conceptual note: Exploring the cognitive significance of organizational strategizing: A dual-process framework and research agenda (2007, background): “…but a key danger is that such individuals might overlook salient data seen by their counterparts with more highly developed analytical capabilities (Clarke & Mackaness, 2001), leading in turn to ill-conceived, arbitrary decisions, the state of affairs identified by Langley (1995) as ‘extinction…”