The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox Perspective
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–rationali...
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| Vydáno v: | Organization studies Ročník 38; číslo 3-4; s. 365 - 401 |
|---|---|
| Hlavní autoři: | , , |
| Médium: | Journal Article |
| Jazyk: | angličtina |
| Vydáno: |
London, England
SAGE Publications
01.04.2017
Sage Publications Ltd |
| Témata: | |
| ISSN: | 0170-8406, 1741-3044 |
| On-line přístup: | Získat plný text |
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| 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. |
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| AbstractList | 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. |
| Author | Calabretta, Giulia Gemser, Gerda Wijnberg, Nachoem M. |
| Author_xml | – sequence: 1 givenname: Giulia surname: Calabretta fullname: Calabretta, Giulia email: g.calabretta@tudelft.nl organization: Delft University of Technology, The Netherlands – sequence: 2 givenname: Gerda surname: Gemser fullname: Gemser, Gerda organization: RMIT University, Australia – sequence: 3 givenname: Nachoem M. surname: Wijnberg fullname: Wijnberg, Nachoem M. organization: University of Amsterdam, The Netherlands and University of Johannesburg, South Africa |
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| Title | The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox Perspective |
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