If numbers could “feel”: How well do executives trust their intuition?

Pages531-545
Date11 November 2019
DOIhttps://doi.org/10.1108/VJIKMS-12-2018-0129
Published date11 November 2019
AuthorJay Liebowitz,Yolande Chan,Tracy Jenkin,Dylan Spicker,Joanna Paliszkiewicz,Fabio Babiloni
Subject MatterInformation & knowledge management,Knowledge management,Knowledge management systems
If numbers could feel: How well
do executives trust their intuition?
Jay Liebowitz
Harrisburg University of Science and Technology, Harrisburg,
Pennsylvania, USA
Yolande Chan and Tracy Jenkin
Smith School of Business, Queens University, Kingston, Canada
Dylan Spicker
University of Waterloo, Waterloo, Canada
Joanna Paliszkiewicz
Warsaw University of Life Sciences SGGW, Warsaw, Poland, and
Fabio Babiloni
Sapienza University of Rome, Roma, Italy
Abstract
Purpose In the business and data analytics community, intuition has not been discussed widely in terms of
its application to executive decision-making. However, the purpose of this paper is to focus on new global
research that combines intuition, trust and analytics in terms of how well C-level executives trust their intuition.
Design/methodology/approach Our Fulbright research, as described in this paper and performed by
colleagues from the United States, Canada, Poland and Italy, examines executivesas well as other less
experienced employeespreferences for different types of intuition versus data analysis. This study set out to
better understand the degree to which executives prefer intuition versus analysis and the relationship between
these approaches to decision-making. Our research combines elements of a review, a cross-cultural/cross-
company survey study and a biometrics study in interoception. The research team has a multidisciplinary
background in business, information technology, strategy, trust management, statistics and neuroscience.
Findings Based on our research, the main ndings are as follows. The use of and preference for intuition types
change as employees gain more experience. However, there may be intuition styles that are more static and trait-like,
which are linked to roles, differentiating managers from leaders. Using inferential intuitionand seeing the big
picturego hand in hand. Listening to your body signals can promote improved intuition. Cross-cultural differences
may impact executive decision-making. Executives often prefer to use their intuition over analysis/analytics.
Research limitations/implications This research couldbe expanded to have a larger sample size of
C-level executives. We had 172 responseswith 65% C-level executives and 12% directors. However, a recent
survey by the Economist Intelligence Unit on intuition used by executives had a sample of 174 executives
around theworld, which is comparable with our sample size.
Practical implications From our research, executives should continue to apply their experiential
learning through intuition to complement their use of data in making strategic decisions. We have often
discounted the use of intuition inexecutive decision-making, but our research highlights the importance of
making it a criticalpart of the executive decision-making process.
Originality/value Based on the results of our survey and biometrics research, exec utives apply their intuition
to gain greater condence in their decision-making. Listening to their body signals can also improve their intuitive
executive awareness.This complements their use of data and analytics when making executive decisions.
Keywords Leadership, Applied knowledge management, Innovation
Paper type Research paper
If numbers
could feel
531
Received18 January 2019
Revised26 March 2019
Accepted28 May 2019
VINEJournal of Information and
KnowledgeManagement Systems
Vol.49 No. 4, 2019
pp. 531-545
© Emerald Publishing Limited
2059-5891
DOI 10.1108/VJIKMS-12-2018-0129
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/2059-5891.htm

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