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Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
Zhang-Rauch (p. 64-70)
Alam-Yasin (p. 71-78)
Mattare-Monahan-Shah (p. 79-94)
Nonis-Hudson-Hunt (p. 95-106)


Business Intuition: The Mortar among the Bricks of Analysis

Author(s): Kaylene C. Williams

Citation: Kaylene C. Williams, (2012) "Business Intuition: The Mortar among the Bricks of Analysis," Journal of Management Policy and Practice, Vol. 13, Iss. 5, pp. 48 - 65

Article Type: Research paper

Publisher: North American Business Press


Intuition is a genuine phenomenon that involves understandings and processes that are non-hierarchical,
not based on formal education or years of experience, non-analytic, unpredictable, is quick and easy, and
is made without extended conscious deliberation. Managers frequently use their business intuition to
direct some part of their decision making and, hence, competitive impact. However, they do not ignore
available information or their experiences. Rather, they use both analysis and intuition in their decision
making. That is, systematic analysis and intuition are complementary rather than exclusionary, based on
what the situation needs to get the best result at the time. This paper defines what is meant by the term
intuition and discusses its use and importance in business. Thereafter, the attributes of intuition and of
the intuitive manager are presented as well as a discussion of how intuition works. This is followed by
ideas regarding how to develop intuition and how to increase the success of business intuition.