Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/323728 
Year of Publication: 
2025
Citation: 
[Journal:] Schmalenbach Journal of Business Research (SBUR) [ISSN:] 2366-6153 [Volume:] 77 [Issue:] 2 [Year:] 2025 [Pages:] 267-308
Publisher: 
Springer, Heidelberg
Abstract: 
Recent scholarly discussions suggest the potential superiority of intuition over analysis in tasks with high equivocality. However, it remains unclear when and whether intuition is preferable when both uncertainty and equivocality are considered. Addressing this gap, the article introduces a framework linking the effectiveness of individual decision styles with configurations of uncertainty and equivocality, adopting an information processing perspective. Within this framework, intuitiveness and adaptiveness are treated as independent dimensions of decision styles, associating intuitiveness with equivocality and adaptiveness with uncertainty in terms of effectiveness. To demonstrate the value of the framework, the article discusses implications for research.
Subjects: 
Analysis
Decision style
Equivocality
Intuition
Management effectiveness
Uncertainty
JEL: 
D81
D91
M10
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article

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