Table of Contents

Handbook of Research Methods on Intuition

Handbook of Research Methods on Intuition

Handbooks of Research Methods in Management series

Edited by Marta Sinclair

How does one go about studying intuition – a complex, cross-disciplinary field, which is still developing? How can intuition be captured in situ? How can a researcher harness their own intuition? This book uses method-related themes to help answer these questions and explore innovative developments in intuition research.

Chapter 6: Exploring the dynamic of evoking intuition

Satu Teerikangas and Liisa Välikangas

Subjects: business and management, organisational behaviour, research methods in business and management


Not much room was left for intuition in the dominant paradigm for organizational behavior in Max Weber’s famous ‘iron cage’, the metaphor for the pursuit of isomorphic rationality and goal-oriented teleology in our understanding of organizations (Baehr, 2001; DiMaggio & Powell, 1983). Rather than exploring the processes for evoking intuition, researchers have predominantly been concerned with bounded rationality as the characteristic of strategic decision making (e.g., Simon, 1972). However, unease and criticism with the legacy of management theory and practice is mounting (e.g., Ghoshal, 2005; Ghoshal & Moran, 1996; Hamel & Breen, 2007; Suddaby et al., 2011; Walsh et al., 2006). An increasingly uncertain global business environment coupled with high-paced change call for the mastery of strategic intuition. Such a context leaves little room for detailed analyses and careful comparisons of alternatives, where thoroughness rather than timely insight rules. Furthermore, there may not be much empirical knowledge on which to base decisions if the environment presents the decision maker with a flow of previously unencountered and unusually risky situations (March et al., 1991). Intuition would then seem a natural accompaniment to organizational behaviour, and its evocation a key organizational capability. We would, therefore, occasionally need to escape Weber’s iron cage of rational and isomorphic decision making and rely on insights and understandings of a more intuitive, and personally appealing, kind. Consequently, the notion and study of intuition is gaining increasing emphasis (Dane & Pratt, 2007; Isaack, 1978; Simon, 1987; Sinclair, 2011).

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information