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The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox Perspective:

The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox... Both intuition and rationality can play important roles in strategic decision making. However, a framework that specifically accounts for the interplay between intuition and rationality is still missing. This study addresses this gap by using a paradox lens and conceptualizes the intuition–rationality duality as a paradoxical tension. We draw on seven case studies of innovation projects to empirically derive a three-step process for managing this intuition–rationality tension through paradoxical thinking. Our empirical data suggest that management of the tension starts with preparing the ground for paradoxical thinking by creating managerial acceptance for the contradictory elements of rational and intuitive approaches to decision making. The process then continues by developing decision-making outcomes through the integration of intuitive and rational practices. Finally, the outcomes of paradoxical thinking are embedded into the organizational context. For each step of the model, we indicate a set of practices that, by leveraging intuitive or rational characteristics of decision making, practitioners can use to deal with this cognitive tension in the different steps of our model. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png "Organization Studies: An international multidisciplinary journal devoted to the Studies of organizations, organizing, and the organized in and between societies" SAGE

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References (83)

Publisher
SAGE
Copyright
Copyright © 2022 by European Group for Organizational Studies
ISSN
0170-8406
eISSN
1741-3044
DOI
10.1177/0170840616655483
Publisher site
See Article on Publisher Site

Abstract

Both intuition and rationality can play important roles in strategic decision making. However, a framework that specifically accounts for the interplay between intuition and rationality is still missing. This study addresses this gap by using a paradox lens and conceptualizes the intuition–rationality duality as a paradoxical tension. We draw on seven case studies of innovation projects to empirically derive a three-step process for managing this intuition–rationality tension through paradoxical thinking. Our empirical data suggest that management of the tension starts with preparing the ground for paradoxical thinking by creating managerial acceptance for the contradictory elements of rational and intuitive approaches to decision making. The process then continues by developing decision-making outcomes through the integration of intuitive and rational practices. Finally, the outcomes of paradoxical thinking are embedded into the organizational context. For each step of the model, we indicate a set of practices that, by leveraging intuitive or rational characteristics of decision making, practitioners can use to deal with this cognitive tension in the different steps of our model.

Journal

"Organization Studies: An international multidisciplinary journal devoted to the Studies of organizations, organizing, and the organized in and between societies"SAGE

Published: Jul 29, 2016

Keywords: intuition; paradoxes; paradox management; rationality; strategic decision making

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