TY - JOUR
T1 - A Model of Antecedents and Consequences of Intuition in Strategic Decision-making
T2 - Evidence from Egypt
AU - El-Banna, Said Mohamed
AU - Child, John
AU - Dayan, Mumin
N1 - Funding Information:
The first author gratefully acknowledges the research grant from the UAEU (Research Project # FSRGP/2009/BUSA/002 ) that supported the preparation of this paper. The authors wish to thank the guest editors and two reviewers for their insightful comments. The authors are also grateful to David Wilson, Kilani Ghoudi, and C. Anthony Di Benedetto for their comments on earlier drafts of this paper.
PY - 2013/2
Y1 - 2013/2
N2 - While management theorists have recently paid more attention to the use of intuition in strategic decision-making, there is still little empirical research on the subject. Examination of potentially relevant contextual variables and outcomes is particularly lacking. This article advances our understanding by proposing and examining a model of antecedents and consequences of intuition in strategic decision-making using partial least squares (PLS). In addition to intuition, the model consists of four antecedent variables (decision motive, decision uncertainty, company performance, and company size), two moderating variables (environmental uncertainty and hostility), one decision outcome (decision disturbance), and one control variable (rationality). A study of Egyptian manufacturing firms indicates that decision uncertainty and company size are related to the use of intuition; that intuition significantly influences decision disturbance; and that environmental hostility moderates the relationship between decision intuition and disturbance. The implications of these findings for strategic decision-making theory, for practice, and for further research, are discussed.
AB - While management theorists have recently paid more attention to the use of intuition in strategic decision-making, there is still little empirical research on the subject. Examination of potentially relevant contextual variables and outcomes is particularly lacking. This article advances our understanding by proposing and examining a model of antecedents and consequences of intuition in strategic decision-making using partial least squares (PLS). In addition to intuition, the model consists of four antecedent variables (decision motive, decision uncertainty, company performance, and company size), two moderating variables (environmental uncertainty and hostility), one decision outcome (decision disturbance), and one control variable (rationality). A study of Egyptian manufacturing firms indicates that decision uncertainty and company size are related to the use of intuition; that intuition significantly influences decision disturbance; and that environmental hostility moderates the relationship between decision intuition and disturbance. The implications of these findings for strategic decision-making theory, for practice, and for further research, are discussed.
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U2 - 10.1016/j.lrp.2012.09.007
DO - 10.1016/j.lrp.2012.09.007
M3 - Article
AN - SCOPUS:84875545299
SN - 0024-6301
VL - 46
SP - 149
EP - 176
JO - Long Range Planning
JF - Long Range Planning
IS - 1-2
ER -