concept of “common sense”, and explore the implications for managerial decision‐makers. Design/methodology/approach – After … review of recent findings in cognitive science and other fields and a discussion of implications for managerial decision …. While it is a necessary element of human cognition, common sense can nevertheless lead us astray if we are unaware of its …

planned improvement in intuitive decision‐making. It concludes with some implications for the future.  …

quantitative and qualitative methods. Findings – Based on quantitative and qualitative evidence from a sample of Egyptian companies …, it was found that decision makers could be simultaneously rational, political and/or intuitive. Research limitations …

skill in decision‐making leads to “better” common sense. Findings – In light of the very limited coverage of common sense …

Purpose – Hard decision analysis models allow complex decisions to be broken down into easier‐to‐handle and precisely … defined sub‐problems and also provide a documented rationale for the decision. This paper aims to investigate why the course … of action prescribed by a hard decision analysis model can sometimes conflict with a manager's common‐sense view of the …

decisions the time‐frame was usually ten years. This story illustrates the need to look at decision making in a deeper and wider … perspective. Presents an overview of different and complementary objective and subjective approaches to decision making, and … where feelings and intuition are operationalized. Hence, there is a need to expand the conscious awareness of the manager …

Strategic decision making is a rather unstructured process with a wide variety of conflicting and equivocal … and intuition to managers in the upper reaches of the organization. Tacit knowledge, based on the cumulative experiences …

Purpose – The purpose of this paper is to expand the knowledge about the value of intuition for organizational … innovativeness and organizational factors inhibiting intuitive decision making. Design/methodology/approach – The study develops and … tests a theoretical model that relates intuitive and deliberate decision-making styles to organizational innovativeness, and …

‐conventional thinking capacities describes how strategic decision‐makers make choices that are better adapted to the conditions of … Martin‐Smith to develop new theoretical approaches to complex environments. It extends conventional approaches to decision …

This piece focuses on the microprocesses of decisions. It distills the complex cognitive processes inherent in decision … participants. The cognitive decision processes (dubbed “games” here) are described as: Framing; Criteria setting; Misuse of analogy … influence in decision making, to avoid the pitfalls of fuzzy choice, and to promote mastery over the decision‐making process.  …