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- Constantiou, Ioanna, 1974, et al.
(författare)
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Mobilizing intuitive judgement during organizational decision making: When business intelligence is not the only thing that matters
- 2019
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Ingår i: Decision Support Systems. - : Elsevier BV. - 0167-9236. ; 121, s. 51-61
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Tidskriftsartikel (refereegranskat)abstract
- Academics have argued that data-driven decision processes will replace intuitive judgements, but the empirical aspects of this claim are understudied. We provide empirical findings of how managers communicate and share intuitive judgements when BI system's output is prescribed to be the main information source for decision making. We investigate organizational decision making regarding IT project portfolio investments. We used a rich empirical dataset from a longitudinal, qualitative study investigating the prioritization of IT projects in a large financial institution. Our findings show that decision makers employ four techniques to communicate and share intuitive judgements during organizational decision making, which built on the BI output. Furthermore, we found that the use of these techniques depends on the decision maker's familiarity with the group and the convergence of perceptions about either a project, or specific issues in the group. © 2019 Elsevier B.V.
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| 2. |
- Kastrup, Tim, et al.
(författare)
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Beyond Cognition: An Action Perspective on Intuition Effectiveness in Strategic Decision Making
- 2023
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Ingår i: Academy of Management Proceeedings. - Briarcliff Manor, NY.
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Konferensbidrag (refereegranskat)abstract
- Managers’ intuition can support effective strategic decision making under certain conditions. In a world where AI is overtaking continuously what once were exclusive human decisions, we revisit the question of intuition effectiveness. According to scholarly belief, effective intuitions are rooted in domain-specific tacit knowledge, so-called complex domain-relevant schemas (CDRS). Contrary to that, Kahneman and Klein’s (2009) conditions for the development of expert intuition suggest that strategic decision making does not permit the development of valid CDRS. If it is not managers’ CDRS, what explains the positive relationship between intuition and strategic decision making effectiveness under certain conditions? In response to this puzzle, we explore the possibility that expertise-based intuitive strategic decision making is effective for reasons beyond cognition. Based on Brunsson’s (1982, 1990) action perspective on organizational decision making, we develop an action model of intuition effectiveness in strategic decision making which highlights socio-emotional links between expert intuition and action mobilization. In conclusion, we suggest that intuitive strategic decision making is effective, not despite the social dimension of expertise, and not despite the emotional dimension of intuition, but because of it.
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| 3. |
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| 4. |
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PANEL 4: A nordic Sociotechnical Perspective on Artificial Intelligence Phenomena
- 2020
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Proceedings (redaktörskap) (refereegranskat)abstract
- Recent advancements on artificial intelligence (AI) technologies have resurfaced utopian and dystopian narratives on the future of work. The uniqueness of the AI technologies is their potential to supplement, substitute and amplify practically all tasks currently performed by humans. Hence, they hold the potential to rapidly reshape the nature of work and our economies (Frank et al., 2019). “How?” is the question. Optimists focus on its technological possibilities and postulate that AI will free humans from boring, repetitive tasks - allowing the creation of higher quality jobs - and emphasize new opportunities for organizations to create a competitive advantage. Skeptics, on the other side, highlight the possibility of increased unemployment or work degradation as human deskilling occurs due to an increased degree of decision and knowledge work delegation.
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