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Intuition in managers: Are intuitive managers more effective?
Växjö University, Växjö, Sweden.ORCID iD: 0000-0002-2156-680X
2000 (English)In: Journal of Managerial Psychology, ISSN 0268-3946, E-ISSN 1758-7778, Vol. 15, no 1, p. 46-63Article in journal (Refereed) Published
Abstract [en]

Do managers have the creative and innovative ability needed for their organisations to survive in an increasingly competitive environment? A study of 200 managers from eight companies gives an answer to this question. If intuition is an indication of creativity and innovation, we find that almost 25 per cent of all managers were primarily intuitive when solving problems and making decisions. The concept of intuition and other decision functions is based on Jung’s typology. Is intuition in managers an important asset to their organisations? An investigation of problem‐solving and decision‐making styles of 33 managers related to organisational effectiveness throws some light on this question. What is called the “creative‐innovative” decision‐making style was found in 23 per cent of the managers. This article suggests that intuition as decision‐making style appears to be related to organisational effectiveness. Several managers are intuitive. Whether the intuitive managers are more effective than others remains to be seen.

Place, publisher, year, edition, pages
MCB UP Ltd , 2000. Vol. 15, no 1, p. 46-63
Keywords [en]
Intuition, Decision making, Jungian psychology, Effectiveness
National Category
Business Administration
Identifiers
URN: urn:nbn:se:oru:diva-71600DOI: 10.1108/02683940010305298Scopus ID: 2-s2.0-0002009182OAI: oai:DiVA.org:oru-71600DiVA, id: diva2:1280500
Available from: 2019-01-18 Created: 2019-01-18 Last updated: 2019-01-21Bibliographically approved

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Andersen, Jon Aarum

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CiteExportLink to record
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Citation style
  • apa
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  • vancouver
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More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
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