The intuitive executive:Understanding and applying ‘gut feel’ in decision-making

By E. Sadler‐Smith, Erella Shefy. 2004

480 citations recorded by the source corpus.

Subfields: General Decision Sciences, Safety Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/f639da6fbe2adc47e0d0b49da8594413be1d070f

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Citations in the corpus

Intuition in Management Research: A Historical Review (2012, unknown): “…in recent years are evidence of a convergence of views on what intuition is, and what it is not (e.g. Dane and Pratt, 2007; Hodgkinson et al, 2008; Hodgkinson et al, 2009; Miller and Ireland, 2005; Sadler-Smith and Shefy, 2004 ) – to achieve this level of agreement is a major step forward.”
On the relevance of Cognitive Continuum Theory and quasirationality for understanding management judgment and decision making (2012, background): “Other positive views include seeing intuition as a way of processing complex information (e.g., Payne, Bettman & Johnson, 1993), as an issue (e.g., Sadler-Smith & Shefy, 2004), or as a competing and inductive way of knowing something (e.g., Davis-Floyd & Arvidson, 1997).”
Cognitive Style and Entrepreneurial Drive of New and Mature Business Owner-Managers (2009, background): “2002) are recognised as being an important but neglected area of management (Taggart 1997), the development of intuitive awareness remains a significantly under-researched field (Sadler-Smith and Shefy 2004).”
Attributions to intuition in the venture founding process: Do entrepreneurs actually use intuition or just say that they do? (2011, background): “In contrast to intuition, formal decision approaches that rely on explicitly structured processes, objective data, and quantitative analyses have long been advocated as bases for business decision making (Sadler-Smith and Shefy, 2004).”
Understanding intuition: The case for two forms of intuition (2012, background): “Intuitive knowledge is often described by scientists (see e.g. Beveridge, 1957; Hadamard, 1954; Koestler, 1971) and decision takers2 (see e.g. Barnard, 1938; Campbell and Mintzberg, 1991; Sadler-Smith and Shefy, 2004; Simon, 1987).”
Expertise-Based Intuition and Decision Making in Organizations (2010, background): “…and indicates the central role of automaticity (i.e., rule-based performance practiced to the point where it can be performed without conscious effort; Moors & De Houwer, 2006) and associative memory to effective intuition (Dane & Pratt, 2007; Sadler-Smith & Shefy, 2004; Weber & Lindeman, 2008).”