2000
DOI: 10.1080/135943200398049
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Intuition and entrepreneurial behaviour

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Cited by 304 publications
(242 citation statements)
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“…Despite contradictory findings, there is a large literature indicating that entrepreneurs differ from non-entrepreneurs on a range of characteristics including cognitive biases (Baron 1998;Busenitz and Barney 1997), intuition (Allinson et al 2000), risk taking propensity (Stewart and Roth 2001) and taste for variety (Å stebro and Thompson 2011). In addition, the theoretical classics of Schumpeter (1934), Kirzner (1979) and Knight (1921) emphasize innovation, opportunity perception, and handling uncertainty, respectively, as defining characteristics of entrepreneurs.…”
Section: Person-career Fitmentioning
confidence: 99%
“…Despite contradictory findings, there is a large literature indicating that entrepreneurs differ from non-entrepreneurs on a range of characteristics including cognitive biases (Baron 1998;Busenitz and Barney 1997), intuition (Allinson et al 2000), risk taking propensity (Stewart and Roth 2001) and taste for variety (Å stebro and Thompson 2011). In addition, the theoretical classics of Schumpeter (1934), Kirzner (1979) and Knight (1921) emphasize innovation, opportunity perception, and handling uncertainty, respectively, as defining characteristics of entrepreneurs.…”
Section: Person-career Fitmentioning
confidence: 99%
“…Literature suggests that occupations that are likely to favour relatively unconstrained thinking (e.g., creative artists, entrepreneurs) tend to score towards the intuitive end of the CSI scale, whereas those likely to adopt a more structured, systematic approach (e.g., engineers, accountants) tend towards the analytical pole [20]. Similarly, the studies by Brigham et al [27] and Allinson et al [28] found that the owner-managers of high growth firms were significantly more intuitive than managers in the general population. This is consistent with the idea that intuition is a necessary quality for those operating in an environment characterised by incomplete information, time pressure, ambiguity and uncertainty.…”
Section: Cognitive Stylesmentioning
confidence: 94%
“…L'intuition jouerait un rôle important dans les processus cognitifs mis en oeuvre pour détecter des opportunités de marché, et il y aurait une corréla-tion positive entre intuition et intentions de croissance des entrepreneurs (Dutta et Thornhill, 2008 ;Ravasi et Turati, 2005 ;Allinson et al, 2000). Selon Dutta et Crossan (2005), la décou-verte d'une opportunité entrepreneuriale se déroule dans quatre temps, à travers quatre types de processus cognitifs et sociaux distincts.…”
Section: L'intuition Dans La Détection D'opportunités Entrepreneurialesunclassified