Jump to ContentJump to Main Navigation
Show Summary Details
More options …

Human Affairs

Postdisciplinary Humanities & Social Sciences Quarterly

Editor-in-Chief: Višnovský, Emil

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

4 Issues per year

CiteScore 2016: 0.33

SCImago Journal Rank (SJR) 2016: 0.172
Source Normalized Impact per Paper (SNIP) 2016: 0.415

See all formats and pricing
More options …
Volume 27, Issue 3


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
  • Email
  • Other articles by this author:
  • De Gruyter OnlineGoogle Scholar
Published Online: 2017-07-31 | DOI: https://doi.org/10.1515/humaff-2017-0025


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.


  • Arendtová, H. (2001). Jazyk a metafora. Metafora a nevyslovitelné. [Language and metaphor]. In Život ducha I. Díl – Myšlení (pp. 112-140). Praha: Aurora.Google Scholar

  • Bower, K. S., Regehr, G., & Balthazard, C. (1990). Intuition in the context of discovery. Cognitive Psychology, 22, 72-110.Google Scholar

  • Burke, L. A., & Miller, M. K. (1999). The academy of management executive (1993-2005). Themes: Structure and desicion making, 13 (4), 91-99.Google Scholar

  • Collins, H. (2010). Tacit and explicit knowledge. Chicago: The University of Chicago Press.Google Scholar

  • Damasio, A. R. (2000). Descartesův omyl: emoce, rozum a lidský mozek [Descartes’ error: Emotion, reason, and the human brain]. Praha: Mladá fronta Kolumbus.Google Scholar

  • De Groot, A. D. (1946). Het denken van den schaker:_Een experimenteel-psychologische studie.Amsterdam: Noord-Hollandsche Uitgevers Maatschappij.Google Scholar

  • Epstein, S. (2003). Cognitive-experiential self-theory of personality. In T. Milton & M. Lerner (Eds.), Comprehensive handbook of psychology. (Vol. 5, Personality and social psychology (pp. 159-184)). Hoboken, NJ: Wiley.Google Scholar

  • Gigerenzer, G. (2008). Why heuristics work. Perspectives on Psychological Science, 3, (1), 20-29.CrossrefWeb of ScienceGoogle Scholar

  • Gigerenzer, G., & Selten, R. (2001) Bounded rationality: The adaptive toolbox. Cambridge, Mass.: MIT Press.Google Scholar

  • Gigerenzer, G., & Selten, R. (2002). What is bounded rationality. In Bounded rationality: The adaptive toolbox. Massachusetts: Institute of Technology.Google Scholar

  • Gigerenzer, G., & Gaissmaier, W. (2011). Heuristic decision making. Annual Review of Psychology, 62(1), 451-82.Web of ScienceCrossrefGoogle Scholar

  • Hogarth, R. M. (2001). Educating intuition. Chicago: The University Chicago Press.Google Scholar

  • Chase, W. G., & Simon, H. A. (1973). Perception in chess. Cognitive Psychology, 4, 55-81.CrossrefGoogle Scholar

  • Kahneman, D. (2012). Myšlení, rychlé a pomalé [Thinking, fast and slow]. Brno: Jan Melvil Publishing.Google Scholar

  • Kahneman, D., & Klein, G. (2009). Conditions for intuitive expertise: A failure to disagree. American Psychologist, 64(6), 515-26.CrossrefWeb of ScienceGoogle Scholar

  • Kalenda, J. (2013). Personální management a sociální konflikty: analýza diskursu. [Personal management and social conflict: discourse analysis]. In D. Lužný a kol. Sociální konflikty. Sociologická a andragogická perspektiva (pp. 69-87). Olomouc: UP v Olomouci – Filozofická fakulta.Google Scholar

  • Klein, G., & Klinger, D. (1991). Naturalistic decision making. Human System IAC GATEWAY, 2(1), 16-25.Google Scholar

  • Klein, G. A. (1993). Decision making in action: Models and methods. Norwood, N.J.: Ablex Pub.Google Scholar

  • Klein, G. A. (2003). Intuition at work: Why developing your gut instincts will make you better at what you do. New York: Currency/Doubleday.Google Scholar

  • Klein, G. A. (2009). Streetlights and shadows: Searching for the keys to adaptive decision making.Cambridge, MA: MIT Press.Google Scholar

  • Klein, G. A. (2015). A naturalistic decision making perspective on studying intuitive decision making. Journal of Applied Research in Memory and Cognition, 4(3), 164-168.Google Scholar

  • Lakoff, G., & Johnson, M. (2002). Metafory, kterými žijeme. [Metaphors we live by]. Brno: HOST.Google Scholar

  • Löwenstein, G., & Lerner, J. S. (2003). The role of affect in decision making. In R. Davidson, H. Goldsmith, & K. Scherer (Eds.), Handbook of affective sciences (pp. 619-642). Oxford: Oxford University Press.Google Scholar

  • Merton, R. K. (2007). Studie ze sociologické teorie [Social theory studies]. Praha: SLON.Google Scholar

  • Robbins, S. P., & Coulter, M.K. (2004). Management. Prentice Hall.Google Scholar

  • Shapiro, S., & Spence, M. T. (1997). Managerial intuition: A conceptual and operational framework. Business Horizons, 40(1), 63-92.CrossrefGoogle Scholar

  • Silverman, D. (2005). Ako robiť kvalitatívny výskum: praktická príručka. [Doing qualitative research]. Bratislava: Ikar.Google Scholar

  • Simon, H.. A. (1979). Rational decision making in business organisations. American Economic Review, 69, 493-513.Google Scholar

  • Simon, H. A. (1986). Rationality in psychology and economics. Journal of Business, 59(4), 209-224.CrossrefGoogle Scholar

  • Simon, H. A. (1987). Making management decisions: The role of intuition and emotion. Academy of management EXECUTIVE, 1(1), 57-64.Google Scholar

  • Simon, H. A. (1987a). Using cognitive science to solve human problems. In F. Farley & C. H. Null (Eds.), Using psychological science: Making the public case. Washington, DC: The Federation of Behavioral, Psychological and Cognitive Sciences.Google Scholar

  • Simon, H. A. (1992). What is an explanation of behaviour? Psychological Science, 3(3), 150-161.CrossrefGoogle Scholar

  • Sinclair, M., & Ashkanasy, N. M. (2005). Inutition: Myth or a decison-making tool? Management Learning, 36(3), 353-370.CrossrefGoogle Scholar

  • Stuchlíková, I. (2005). Implicitní znalosti a intuitivní pojetí v pedagogické praxi. [Implicit knowledge and intuitive approach in the pedagogical praxis]. In V. Švec (Ed.), Od implicitních teorií výuky k implicitním pedagogickým znalostem (pp. 9-15). Brno: Paido.Google Scholar

  • Tversky, A., & Kahneman, D. (1974). Judgment under uncertainty: Heuristics and biases. Science, 185(4157), 1124-1131.Google Scholar

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.

Export Citation

© 2017 Institute for Research in Social Communication, Slovak Academy of Sciences.Get Permission

Comments (0)

Please log in or register to comment.
Log in