Journal article

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

G Calabretta, G Gemser, NM Wijnberg

Organization Studies | SAGE Publications | Published : 2017

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 ratio..

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University of Melbourne Researchers

Grants

Funding Acknowledgements

This study was part of the Creative Industry Scientific Program (CRISP), which focused on the design of PSSs as a means of stimulating the continuing growth of the Dutch Design Sector and Creative Industries. The CRISP program was sponsored in part by the Dutch Ministry of Education, Culture, and Science.