Strategic decision making in an intuitive vs. technocratic mode: structural and environmental considerations

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From social capital to entrepreneurial orientation: The mediating role of dynamic capabilities (2017, methodology): “Moreover, in line with previous research on management, we believe thatmanagers' perceptions determine the firm's strategic behavior (Covin et al., 2000; Spanos & Lioukas, 2001), reflecting the firm's reality, even more accurately than some objective values.”
Strategic capital investment decision-making: A role for emergent analysis tools?: A study of practice in large UK manufacturing companies (2006, background): “Yet, these hard-to-quantify beneﬁts from strategic investments remain difﬁcult to evaluate using conventional ﬁnancial techniques, suggesting that strategic investment decision-making may require a different approach (Butler et al., 1991; Van Cauwenbergh et al., 1996; Covin et al., 2001).”
Untangling the Intuition Mess: Intuition as a Construct in Entrepreneurship Research (2005, background): “Level four: executive control systems • Experience, training, and practice (Agor, 1989; Barnard, 1938; Burke & Miller, 1999; Covin et al., 2001; Harper, 1989; Khatri & Ng, 2000); painstaking practice (Isenberg,”