Managing Creative Tension Between Data-Driven and Intuition-Driven Decision-Making
DOI:
https://doi.org/10.48112/iijbs.v5i1.1267Abstract
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This study examines managing creative tension between data-driven and intuition-driven decision-making through a quantitative investigation of 100 senior managers assessed for decision-making style orientation and decision outcome quality. Grounded in Dual-Process Theory (Kahneman, 2011) + Evidence-Based Management (Pfeffer & Sutton, 2006), the research investigates underlying mechanisms and organizational implications. Pure data-driven decisions excelled in structured, recurring contexts (accuracy +32%) but underperformed in novel, ambiguous situations (-24%). Pure intuition excelled in creative and time-pressured contexts (+28%) but increased bias in routine decisions (+38%). Managers who integrated both approaches achieved 36% higher overall decision quality. Regression: decision context match (Beta=0.38), analytical competence (Beta=0.26), intuitive expertise (domain experience, Beta=0.24) explained 42% of variance in decision quality. The findings provide theoretical and practical contributions to management science and organizational practice.
Keywords:
data-driven decisions, intuition, creative tension, decision quality, analytics, managerial judgmentReferences
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