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Exploring Intuition and its Role in Managerial Decision Making

We review and reconceptualize “intuition,” defining intuitions as affectively charged judgments that arise through rapid, nonconscious, and holistic associations. In doing so, we delineate intuition from other decision-making approaches (e.g., insight, rational). We also develop a model and propositions that incorporate the role of domain knowledge, implicit and explicit learning, and task characteristics on intuition effectiveness. We close by suggesting directions for future research on intuition and its applications to managerial decision making. The human brain can be a magnificent synthesizer of disparate pieces of nebulous information, and often formal techniques and procedures thwart and inhibit this mysterious mechanism from operating efficiently (Raiffa, 1968: 272).