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dc.contributor.authorAkinci, Cinla
dc.contributor.authorSadler-Smith, Eugene
dc.date.accessioned2020-12-07T15:54:24Z
dc.date.available2020-12-07T15:54:24Z
dc.date.issued2020-01-02
dc.identifier.citationAkinci , C & Sadler-Smith , E 2020 , ' ‘If something doesn’t look right, go find out why’ : how intuitive decision making is accomplished in police first-response ' , European Journal of Work and Organizational Psychology , vol. 29 , no. 1 , pp. 78-92 . https://doi.org/10.1080/1359432X.2019.1681402en
dc.identifier.issn1359-432X
dc.identifier.otherPURE: 261907639
dc.identifier.otherPURE UUID: 03eb6daf-9a1b-47fa-bc0e-29237f758608
dc.identifier.otherScopus: 85075428371
dc.identifier.otherWOS: 000498277800001
dc.identifier.otherORCID: /0000-0001-9053-3967/work/77524812
dc.identifier.urihttp://hdl.handle.net/10023/21069
dc.description.abstractIntuition is an important mechanism by which organizational actors make significant decisions; however, precisely how intuitive decisions are taken is not well understood and hence is worthy of closer scrutiny. First-response decisions, because of the conditions under which they are executed, offer researchers an interesting and relevant context for the study of intuitive decision making in organizations. We used qualitative methods to explore how “peak performing” police officers used intuition in first-response decisions. Our findings show that intuition’s role in first-response occurs in two differing but complementary ways: “recognition-based intuition” and “intuition-based inquiry”. This finding builds on previous intuition research and informs current debates in behavioural sciences regarding “default-intervention” versus “parallel-competitive” variants of dual-process theory; it also reveals how a complex and situated mix of intuition and analysis can guide effective decision making and support peak performance in uncertain, dynamic and complex environments that typify many organizational decision processes. Our findings contribute to intuition research by extending the current theory of “intuition-as-expertise” in going beyond a simple “recognize-and-respond” model. We propose a “Perceiving-Knowing-Enacting-Closing” framework which captures the complex role that intuition in combination with analysis plays in police first-response decisions, and discuss implications for decision-making policies and practices in organizations.
dc.format.extent15
dc.language.isoeng
dc.relation.ispartofEuropean Journal of Work and Organizational Psychologyen
dc.rightsCopyright © 2019 Informa UK Limited, trading as Taylor & Francis Group. This work has been made available online in accordance with publisher policies or with permission. Permission for further reuse of this content should be sought from the publisher or the rights holder. This is the author created accepted manuscript following peer review and may differ slightly from the final published version. The final published version of this work is available at https://doi.org/10.1080/1359432X.2019.1681402en
dc.subjectDecision makingen
dc.subjectDual-processen
dc.subjectIntuitionen
dc.subjectPolice first-responseen
dc.subjectH Social Sciences (General)en
dc.subjectHD28 Management. Industrial Managementen
dc.subjectNDASen
dc.subjectBDCen
dc.subjectR2Cen
dc.subject.lccH1en
dc.subject.lccHD28en
dc.title‘If something doesn’t look right, go find out why’ : how intuitive decision making is accomplished in police first-responseen
dc.typeJournal articleen
dc.description.versionPostprinten
dc.contributor.institutionUniversity of St Andrews.School of Managementen
dc.identifier.doihttps://doi.org/10.1080/1359432X.2019.1681402
dc.description.statusPeer revieweden
dc.date.embargoedUntil2020-11-24


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