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Human Affairs

Postdisciplinary Humanities & Social Sciences Quarterly

Editor-in-Chief: Višnovský, Emil

Ed. by Bianchi, Gabriel / Hrubec, Marek / Tartaglia, James

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Volume 27, Issue 3

Issues

Intuition and managerial decision-making

Veronika Gigalová
  • Department of Sociology, Andragogy and Cultural Anthropology Faculty of Arts, Palacky University, Tr. Svobody 26, 77900, Olomouc, Czech Republic
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Published Online: 2017-07-31 | DOI: https://doi.org/10.1515/humaff-2017-0025

Abstract

The study examines new possibilities for recognising and understanding intuitive managerial decision-making, which is increasingly discussed in relation to the theory of management. Managers make decisions in organisations which have been undergoing transformation related to societal changes. Managerial decision-making is still understood as a purely rational action. Let us suppose that managers are able to entirely rationally calculate inputs and outputs, or the consequences, of their actions, and always do so to achieve set goals. Managers are expected to decide quickly, and this increases the probability of errors occurring. Therefore, intuition derived from knowledge, experience and emotions is now taking precedence over rationality.

Key words: decision-making; rationality; bounded rationality; intuition

1 This study was written within the Framework of the project “Social Sciences 2016” (IGA_FF_2016_049) funded by the Palacky University Olomouc.

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About the article

Published Online: 2017-07-31

Published in Print: 2017-07-26


Citation Information: Human Affairs, Volume 27, Issue 3, Pages 301–316, ISSN (Online) 1337-401X, ISSN (Print) 1210-3055, DOI: https://doi.org/10.1515/humaff-2017-0025.

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