Can intuitive and analytical decision styles explain managers' evaluation of information technology?

Selart, Marcus; Johansen, Svein Tvedt; Holmesland, Tore; Grønhaug, Kjell

doi:10.1108/00251740810911975

Cited by 10 publications

(4 citation statements)

References 37 publications

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“…In some sense, this evidence confirms Simon’s claim: “The effective manager does not have the luxury of choosing between ‘analytic’ and ‘intuitive’ approaches to problems” (Simon, 1987, p. 63). Besides, the empirical results of this study support previous evidence from more qualitative studies suggesting that effective decision-making stems from the combination of intuitive and analytic information-processing styles (Selart et al , 2008).…”

Section: Discussionsupporting

confidence: 85%

Analysis or intuition? Reframing the decision-making styles debate in technological settings

Orlandi

Pierce

2020

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Purpose The debate over intuitive vs analytical decision-making styles began almost 40 years ago and had yet to deliver definite answers. The debate – however – has led to divergent theoretical stances and empirical results. The purpose of this paper is to investigate the role of these information processing styles in customer-related decision-making in the context of mobile technologies. Design/methodology/approach The hypotheses are derived from the contrasting theoretical propositions and empirical evidence present in the debate around decision-making styles. The study also introduces and investigates the moderating role of environmental dynamism (ED). Analyses and results are based on survey research that involves 251 managers with responsibility for organizational decision-making processes. Findings The study’s findings suggest that both intuitive and analytical styles are relevant in the actual context characterized by mobile technologies. Intuition still plays a central role in managers’ decision-making processes, but when the industry environment is highly dynamic analytical information processing also plays an essential role in supporting organizational responsiveness and performance. Practical implications This study can help managers in reconsidering the way in which they employ analytical or intuitive information processing activities inside their decision making at different levels of ED. Originality/value The novelty of this paper relies on testing hypothesis simultaneously developed by both the theoretical stances favorable to intuitive and to analytical information processing. Besides, it tests these hypotheses in the actual empirical context characterized by a transformed scenario in terms of data availability.

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Section: Discussionsupporting

confidence: 85%

Analysis or intuition? Reframing the decision-making styles debate in technological settings

Orlandi

Pierce

2020

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“…On the one hand, they have analyzed the consequences of the IT implementation in terms of costs and benefits (although the level of detail may vary). On the other hand, they could overestimate the positive impact, because not all potential improvements might be realized or they merely want to justify the implementation of something which they want subjectively (see Lovallo and Kahneman, 2003;Selart et al, 2008). Looking at our results, we observe that realized investments are rated equally valuable to planned IT implementations at a significance level of 0.01.…”

Section: Validity Analysismentioning

confidence: 62%

Value of IT in supply chain planning

Fuchs

Otto

2015

Journal of Enterprise Information Management

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Purpose – The purpose of this paper is to understand value creation of information technology (IT) in supply chain planning (SCP). The impact of different IT components in SCP remains unclear and requires some thorough research. In addition, an analysis of the optimization dimension provides insights into intra-functional, inter-functional and cross-company optimization. Design/methodology/approach – A survey was conducted among German companies using a continuous production flow. In total, 47 of 193 contacted companies completed the web survey, which corresponds to a response rate of 24 percent. Findings – IT functionality for SCP is widely spread. The value of IT functionality in SCP is tremendous. Implementations in demand fulfillment and available-to-promise (ATP) have the biggest value creation potential. Supply chain performance indicators can be improved by investments in certain functional domains. Packaged standard software is widely distributed and should be considered as the first option. IT functionality to improve intra-functional processes is significantly more often implemented than IT functionality for inter-functional or cross-company process optimization although the realized value is comparable. Research limitations/implications – Respondents of the survey are limited to the German continuous production flow industry. Future research could be interesting in the discrete manufacturing industry. Originality/value – The paper provides empirical insights into the value of IT in SCP where data are less available than in the ERP context. Furthermore, this paper provides first insights into the optimization dimension whether processes are optimized intra-functional, inter-functional or cross-company.

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“…Information technology applications have significantly changed the business models of transport and logistics companies (Shen, 2009). There is a need for research that addresses how the decision style of information technology managers are influenced by their evaluation of information technology in the daily business life (Selart, Johansen, Holmesland, & Gronhaug, 2008). Since good decisions obviously underlie planning and just about everything we do, this study focuses on making decisions.…”

Section: Purpose and Research Questionsmentioning

confidence: 99%

Perceptions of Business Intelligence Professionals about Factors Related to Business Intelligence input in Decision Making

Huie

2016

International Journal of Business Analytics

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Strategic decision-making is one of the most important criteria for organizational success. Therefore, it is vital to have a well-developed decision making process in place. However, one of the greatest challenges facing organizations today is making important and timely business decisions. The focus of this study was to examine critical business intelligence input factors that influenced the decision making process. The business intelligence input factors considered were accessibility, reliability, quality of information, frequency of use, relevance, security, and quality of decisions. The results of this study show that the decision making process is very complex. Based on the analyses of the data, the findings indicate that these factors help determine reasons why managers use business intelligence technology in the decision making process. These findings will help organizations decision makers make better. This can improve the operational and strategic decision making process, thereby creating a competitive advantage for the organization.

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Can intuitive and analytical decision styles explain managers' evaluation of information technology?

Cited by 10 publications

References 37 publications

Analysis or intuition? Reframing the decision-making styles debate in technological settings

Analysis or intuition? Reframing the decision-making styles debate in technological settings

Value of IT in supply chain planning

Perceptions of Business Intelligence Professionals about Factors Related to Business Intelligence input in Decision Making

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