Impact of agile intuition on innovation behavior: Chinese evidence and a new proposal

Feng, Langang; Liu, Hai; Yu, Mei; Shang, Shu; Zhu, Yuqi; Xie, Yanping; Li, Jing; Meng, Yuzhu

doi:10.1371/journal.pone.0262426

Cited by 3 publications

(3 citation statements)

References 42 publications

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“…Prior works (Launer & Çetin, 2021) developed the outlines of a model of strategic decisions based on intuition. In the Asian context we see empirical findings indicating that agile intuition at the top management level strongly fosters innovative behavior within the organization (Zhao et al, 2022). However, there is still a lack of research into the detailed effect of intuition on strategic choices, and thus, on the effectiveness and success of organizations.…”

Section: Implications For Business Theory and Researchmentioning

confidence: 96%

Different Types of Intuition at the Workplace: An Integrative Review

Svenson,

Pietrzak,

Launer

2023

Business: Theory and Practice

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To make good decisions, employees must manage their own intuitions and be able to anticipate decision-making in their work environment. How well this is accomplished has significant consequences for the workplace. A closer examination indicates that individuals utilize various types of intuition. People’s work context is frequently omitted from studies on the use of intuition, resulting in a literature that omits vital aspects of decision-making. To assist applicable research in the workplace, our contribution to the management literature is a comprehensive overview of intuitive decision-making types. Current psychological assessment scales constitute a mature discipline, but they frequently lack the professional applications needed in business administration and economics. Considering this, the primary objective of this article is to assemble and assess many types of intuition and combine them into a new lens for research in the theory and practice of business using a multidimensional approach. It is comprised of rational choice theory, classical intuitive decision making, emotional decisions (gut feelings), fast heuristic decisions, unconscious thought, and anticipation. The overview of several scientifically proven measuring scales produces a theoretical foundation for future empirical study in business administration and economics based on these findings.

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Section: Implications For Business Theory and Researchmentioning

confidence: 96%

Different Types of Intuition at the Workplace: An Integrative Review

Svenson,

Pietrzak,

Launer

2023

Business: Theory and Practice

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“…Excessive use of dynamic organizational skills based on Information relies on exchange of knowledge within leading organizations for better performance. Therefore, the following hypothesis is proposed [16,17].…”

Section: Literature Reviewmentioning

confidence: 99%

Agile Management: The Key to Boosting SME Performance in Agriculture

Sumartik,

Machfudz,

Setyawati

et al. 2023

Advances in Social Science, Education and Humanities Research

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This study aims to improve the business performance of SME's engaged in the Agriculture sector, especially food and beverage businesses where there is high agility and innovation as a team in producing food and beverages where there is knowledge sharing. This research includes quantitative explanatory research with a saturated population and sampling of 49 food and beverage SMEs from the agricultural sector. The questionnaire was administered using the Non Probability Random Sampling technique and using the SEM PLS analysis technique in data processing. The results of the study prove that the agility of SME's management can improve business performance through strong mediating knowledge sharing. This research is very meaningful in improving the performance of SME's, especially to be more innovative in team work and agile in sharing knowledge.

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“…The validity of this problem is confirmed by the reviewed literature on the subject, which indicated a research gap in this area. Thus far, the research pertaining to agile approach and project success has focused on individual issues without attempting to identify their interdependence [ 23 , 24 ]. Awareness of these dependencies opens a new perspective for management, focusing attention on the components of agile approach that support effective performance of undertakings.…”

Section: Introductionmentioning

confidence: 99%

The impact of identified agility components on project success—ICT industry perspective

2023

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Context The complexity of modern economic processes, along with the pressure from competition, the increasing client expectations and the need to introduce changes in the course of project implementation have led to a great interest in agile management methods. Therefore, the answer the question whether the implementation of an agile approach to project management can contribute to the project success is gaining relevance in a changing and inconsistent environment. Objective This study attempts to answer the question which aspects of agility and in what manner can influence the final outcome of project work? The underlying objective of the study was to identify the conditions and success factors of implemented projects. Method This paper presents the results of a survey conducted in companies in ICT sector. For this purpose, a number of reports and materials provided by organisations and associations dealing with project management issues, in particular ICT projects, were analysed, complemented with data obtained from statistical offices and financial institutions. For the purposes of the own study, an original questionnaire was developed to identify critical factors for project success, in particular the defined agile components. Results On the basis of the conducted survey it can be concluded that the presence and high level agility is conducive to successful projects. It is the high level of agility supporting project activities that is essential for success. Of no less importance are the people and interactions between them, as well as self-organising teams. They are crucial for a positive evaluation of the project activities. Conclusions Identification of the relationship between selected agility components and project success components allowed recommendations for solutions and attitudes that increase the chances of success in project management to be formulated. The synergy of individual agile components applied that increases the chances for project success.

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Impact of agile intuition on innovation behavior: Chinese evidence and a new proposal

Cited by 3 publications

References 42 publications

Different Types of Intuition at the Workplace: An Integrative Review

Different Types of Intuition at the Workplace: An Integrative Review

Agile Management: The Key to Boosting SME Performance in Agriculture

The impact of identified agility components on project success—ICT industry perspective

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