Intuition in managers’ decision-making: qualitative study

Eva Ballová Mikušková

doi:10.5771/0949-6181-2017-3-318

Contents
- Chapter Expand | CollapseAuthorsPage
- 285–286 Titelei/Inhaltsverzeichnis 285–286
- 287–288 Editorial: Beyond Classical Rationalism — The Relevance of Soft Factors in Decision-Making and Management Consulting Dieter Wagner Dieter Wagner 287–288
- 289–420 Articles 289–420
  - 289–317 Social Responsibility in Bank Communication with Customers before the Economic Crisis – the case of Swiss franc loans in Hungary and Romania Mónika-Anetta Alt, Zsuzsa Săplăcan, József Berács Mónika-Anetta Alt, Zsuzsa Săplăcan, József Berács 289–317
  - 318–333 Intuition in managers’ decision-making: qualitative study Eva Ballová Mikušková Eva Ballová Mikušková 318–333
  - 334–361 Perception of job security – empirical evidence from Slovenia Tatjana Kozjek, Marko Ferjan, Anja Žnidaršič Tatjana Kozjek, Marko Ferjan, Anja Žnidaršič 334–361
  - 362–373 Employee Compensation and Job Security in Family Firms: Evidence from the Czech Republic Ondřej Machek Ondřej Machek 362–373
  - 374–396 The Role of Business Consulting in Creating Knowledge and Formulating a Strategy of Development in Polish Micro-Enterprises Wojciech Grabowski, Edward Stawasz Wojciech Grabowski, Edward Stawasz 374–396
  - 397–420 Success Factors of International New Ventures from an Economy in Transition Mirosław Jarosiński, Wioletta Mierzejewska Mirosław Jarosiński, Wioletta Mierzejewska 397–420
- 421–438 Research Notes 421–438
  - The Consequences of Client’s Organizations on Management Consulting: Analysis of Consulting Projects in Belarus – an Experience Report Volkmar Kreißig, Andreas Taffertshofer Volkmar Kreißig, Andreas Taffertshofer
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JEEMS Journal of East European Management Studies , page 318 - 333

Intuition in managers’ decision-making: qualitative study

Autoren

Eva Ballová Mikušková

DOI
- doi.org/10.5771/0949-6181-2017-3-318
- ISSN: 0949-6181
- ISSN online: 1862-0019
Abstract

The main aim of the study was to explore managers’ decision-making process, focusing particularly on intuition in decision-making from a psychological perspective. A total of 20 managers (8 women) participated in individual in-depth interviews. Analysis of the interviews shows that managers a) did not have a clear preference for one decision-making style, b) defined intuition as knowledge based on feelings, judgement not based on facts, knowledge of unknown origin, and that they c) associate intuition with experience and practice. Decision-making was also influenced by contextual factors, such as the environment and its limits (management and information requirements, and financial limits), time, and type of task.
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