Resumé
| Originalsprog | Engelsk |
|---|---|
| Tidsskrift | Decision Support Systems |
| Vol/bind | 121 |
| Udgave nummer | June |
| Sider (fra-til) | 51-61 |
| Antal sider | 11 |
| ISSN | 0167-9236 |
| DOI | |
| Status | Udgivet - jun. 2019 |
Emneord
- Intuitive judgement
- Organizational decision making
- Strategic decisions
- BI system
- Project prioritization process
Citer dette
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Mobilizing Intuitive Judgement during Organizational Decision Making : When Business Intelligence Is Not the Only Thing That Matters. / Constantiou, Ioanna; Shollo, Arisa; Vendelø, Morten Thanning.
I: Decision Support Systems, Bind 121, Nr. June, 06.2019, s. 51-61.Publikation: Bidrag til tidsskrift › Tidsskriftartikel › Forskning › peer review
TY - JOUR
T1 - Mobilizing Intuitive Judgement during Organizational Decision Making
T2 - When Business Intelligence Is Not the Only Thing That Matters
AU - Constantiou, Ioanna
AU - Shollo, Arisa
AU - Vendelø, Morten Thanning
PY - 2019/6
Y1 - 2019/6
N2 - 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.
AB - 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.
KW - Intuitive judgement
KW - Organizational decision making
KW - Strategic decisions
KW - BI system
KW - Project prioritization process
KW - Intuitive judgement
KW - Organizational decision making
KW - Strategic decisions
KW - BI system
KW - Project prioritization process
UR - https://sfx-45cbs.hosted.exlibrisgroup.com/45cbs?url_ver=Z39.88-2004&url_ctx_fmt=info:ofi/fmt:kev:mtx:ctx&ctx_enc=info:ofi/enc:UTF-8&ctx_ver=Z39.88-2004&rfr_id=info:sid/sfxit.com:azlist&sfx.ignore_date_threshold=1&rft.object_id=954921376721&rft.object_portfolio_id=&svc.holdings=yes&svc.fulltext=yes
U2 - 10.1016/j.dss.2019.04.004
DO - 10.1016/j.dss.2019.04.004
M3 - Journal article
VL - 121
SP - 51
EP - 61
JO - Decision Support Systems
JF - Decision Support Systems
SN - 0167-9236
IS - June
ER -