"Managers’ Decision-Making Strategies During Crises: Bounded Rationality and Intuition — an Interplay"

Abstract

The article discusses managers’ decision-making strategies that encompass risk, time pressure, and uncertainty into a heuristic logic of obligation to act. It highlights the performative features of metacognitive processes that put intuition into use within the framework of bounded rationality and emotional intelligence. Among the threats that leaders face when confronted with intuitive decision-making are failure, blame, and reputational damage, with ensuing restoration tactics. The implications for impactful managerial practices concern ways to reconcile short-term acceptability with collective rationality outcomes of actionable decisions.