Intuitive decision-making and deep level diversity in entrepreneurial ICT teams

Abstract

Business information systems, university college cork, cork, ireland ABSTRACT Intuition, which ranges in style from affective to inferential to holistic (Pretz et al. 2014) can play a central role in decision-making, as decision makers must often balance intuition with rational analytical thinking. This paper explores the influence of intuition based decision style diversity on both the emergence of transactive memory systems (TMS) and team performance in an entrepreneurial setting. The uncertainty of an entrepreneurial setting leads to a greater emphasis on intuitive thinking in the team context. However, intuition as a basis for decision-making manifests itself in a variety of forms. And not all forms of intuitive tendencies lend themselves to a team decisionmaking context that is cohesive, or to decisions that are strategically coherent. Given that a diversity of intuitive tendencies is likely to be found in every team setting, and as such may exert a considerable influence on the decision-making process, we develop hypotheses in order to investigate the nature of this influence. Drawing on data collected from 188 participants across 22 countries and split into 48 entrepreneurial ICT teams, our findings show strong support for the influence of intuitive decision style diversity on both team level states and team performance. The explanatory model developed has significant implications for contemporary understanding of decisionmaking teams, deep-level diversity, the entrepreneurial process, and TMS research.

Factors Affecting Decision-Making Processes in Virtual Teams in the UAE

“…Organizations are increasingly relying on ICT to enable communication between team members. This creates communication problems among VT members that affect VT performance and decision making [10]. ICT affects various virtual team processes and most importantly it impacts the process of decision making [20].…”

“…A lack of verbal and non-verbal cues in VTs, trust between team members, language differences, handling of ICT tools, and withholding information due to the absence of physical interactions all cause issues with the decision-making process, which in turn affects team performance [3]. There is little research on decision-making processes in virtual teams and its effect on team performance [5][6][7][8] or it is done in a laboratory setting using students instead of actual teams [9][10][11][12]. Moreover, there is no literature examining the effect that factors such as language, trust, information sharing, and ICT have on decision-making process in the UAE.…”

A round of dancing and then one more: embedding intuition in the ballet of entrepreneurial decision making

“…The employment of intuitive thinking has been considered to generate a sort of "…discrepancy between the individual and the organization", since non-linear and non-rational schemes may be conceived of as inappropriate for organizational effectiveness (Scheiner et al, 2015: p. 112), ushering irrational and inconsistent considerations in undertaking relevant management choices (Hundsdoerfer & Sichtmann, 2019). Decisions based on intuition may nurture lack of cohesiveness and coherence (Organ & O'Flaherty, 2016). In turn, this may lead to an increase of organizational conflict and clashes, which further incite decision makers to make use of intuitive thinking.…”

“…Every effort intended to curb intuition to privilege a linear and analytical thinking approach is likely to hamper the effectiveness of the entrepreneurial decision making process, be it implemented by an individual agent or by a group (Wang et al, 2020). Intuition and rationality should be carefully balanced to synergistically benefit from their advantages and to minimize backlash on the effectiveness of entrepreneurial choices produced by a one-sided, partial approach to decision making (Organ & O'Flaherty, 2016). Sacrificing intuition on the altar of rationality is thought to undermine the entrepreneurs' ability to timely frame the competitive challenges they have to overcome in order to ensure the success of the entrepreneurial venture (Emami et al, 2020).…”

The Corona-Eye: Exploring the risks of COVID-19 on fair assessments of impact for REF2021

“…The reduction in social cues available in virtual settings, compared to F2F, reduces the type of information search and scrutiny during decision-making necessary to support a 'solve' frame (Dennis et al 1996;Swaab et al 2012). Previous research has shown that F2F teams in solve frames make better decisions than virtual teams who adopt the same decision frame (O'Neill et al 2016;Organ and O'Flaherty 2016). This is because with F2F settings, critical debate is welcomed as it allows for the exploration of dissent in building a dominant definition of the criterion through further deliberation (Nemeth 1995;Nemeth and Rogers 1996).…”