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The Role of Intuition in Strategic Decision Making
16 references·1 citing·43 second hop
The Role of Intuition in Strategic Decision Making (2009)The Role of Intuition in Strategic Decisi…Managing Professional Intellect: Making the Most of the Best (1998)Managing Professional Intelle…The rise and fall of strategic planning (1995)The rise and fall of strategi…POWER IN TOP MANAGEMENT TEAMS: DIMENSIONS, MEASUREMENT, AND VALIDATION. (1992)POWER IN TOP MANAGEMENT TEAMS…An Integrative Framework for Strategy-Making Processes (1992)An Integrative Framework for …The strategy process, middle management involvement, and organizational performance (1990)The strategy process, middle …The design school: Reconsidering the basic premises of strategic management (1990)The design school: Reconsider…Strategic orientation of business enterprises: the construct, dimensionality, and measurement (1989)Strategic orientation of busi…MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS. (1989)MAKING FAST STRATEGIC DECISIO…Making Management Decisions: the Role of Intuition and Emotion (1987)Making Management Decisions: …Competitive Advantage: Creating and Sustaining Superior Performance (1985)Competitive Advantage: Creati…Strategic Decision Processes: Comprehensiveness and Performance in an Industry with an Unstable Environment (1984)Strategic Decision Processes:…Measuring organizational performance in the absence of objective measures: The case of the privately‐held firm and conglomerate business unit (1984)Measuring organizational perf…Dimensions of Organizational Task Environments (1984)Dimensions of Organizational …Strategies for Change: Logical Incrementalism (1982)Strategies for Change: Logica…Stogdill's Handbook of Leadership (1982)Stogdill's Handbook of Leader…Modern factor analysis (1960)Modern factor analysisPlaying Chess or Painting Pictures? Unpacking Entrepreneurial Intuition (2022)Playing Chess or Painting Pic…The Population Ecology of Organizations (1977)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Technological Discontinuities and Organizational Environments (1986)Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms (1990)Knowledge Management: An Organizational Capabilities Perspective (2001)External Control of Organizations: Resource Dependence Perspective (2011)Statistical principles in experimental design. (1962)The Effect of a Market Orientation on Business Profitability (1990)The Effect of a Market Orientation on Business Profitability (1990)Linking two dimensions of entrepreneurial orientation to firm performance (2001)Handbook of Leadership: A Survey of Theory and Research. 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(2000)Theory Building From Cases: Opportunities And Challenges (2007)Seeking Qualitative Rigor in Inductive Research (2012)PORTER, Competitive advantage, creating and sustaining superior performance (1985)Towards a dynamic theory of strategy (1991)The firm as a distributed knowledge system: A constructionist approach (1996)The fit between product market strategy and business model: implications for firm performance (2007)Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite (1997)Upper Echelons Theory: An Update (2007)Strategic management a stakeholder approach (2010)Exchange and Power in Social Life (2017)Artificial Intelligence and Management: The Automation-Augmentation Paradox (2020)The Science of "Muddling Through" (1959)Organizational Learning: The Contributing Processes and the Literatures (1991)Core capabilities and core rigidities: A paradox in managing new product development (1992)Strategic assets and organizational rent (1993)The Scree Test For The Number Of Factors (1966)Structural equation modeling in practice: A review and recommended two-step approach. (1988)The structure of negative emotional states: Comparison of the Depression Anxiety Stress Scales (DASS) with the Beck Depression and Anxiety Inventories (1995)Market Orientation and the Learning Organization (1995)An Organizational Learning Framework: From Intuition to Institution (1999)Deliberate Learning and the Evolution of Dynamic Capabilities (2002)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)Toward a New Conception of the Environment-Competitiveness Relationship (1995)Exploring internal stickiness: Impediments to the transfer of best practice within the firm (1996)
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References

  • 1985Competitive Advantage: Creating and Sustaining Superior Performance14,727 cited
  • 1960Modern factor analysis5,148 cited
  • 1989MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS.4,017 cited
  • 1984Dimensions of Organizational Task Environments3,912 cited
  • 1984Measuring organizational performance in the absence of objective measures: The case of the privately‐held firm and conglomerate business unit3,337 cited
  • 1995The rise and fall of strategic planning3,307 cited
  • 1992POWER IN TOP MANAGEMENT TEAMS: DIMENSIONS, MEASUREMENT, AND VALIDATION.2,389 cited
  • 1982Strategies for Change: Logical Incrementalism1,496 cited
  • 1990The design school: Reconsidering the basic premises of strategic management1,469 cited
  • 1982Stogdill's Handbook of Leadership1,423 cited
  • 1989Strategic orientation of business enterprises: the construct, dimensionality, and measurement1,211 cited
  • 1987Making Management Decisions: the Role of Intuition and Emotion1,188 cited
  • 1992An Integrative Framework for Strategy-Making Processes965 cited
  • 1984Strategic Decision Processes: Comprehensiveness and Performance in an Industry with an Unstable Environment928 cited
  • 1990The strategy process, middle management involvement, and organizational performance

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883 cited
  • 1998Managing Professional Intellect: Making the Most of the Best838 cited
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    • 2022Playing Chess or Painting Pictures? Unpacking Entrepreneurial Intuition4 cited