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Abstract
Purpose
– Executives are challenged every day to make important decisions
that affect the performance of their business enterprises and, as a
result, the success of their own careers. Based on that scenario, one
cannot expect that only the rational approach works like a panacea for
all managerial problems. This paper aims to propose that the best solution
tends to embrace a complementary or integrated decision-making approach.
Design/methodology/approach
– The paper seeks to demonstrate that the convergence between
rational and non-rational decision-making processes can be optimized
by integrating several religious
tenets.
Findings
– The paper finds strong evidence that a religion-based framework
might enrich the sensitive topic of decision-making processes in organizations.
Practical implications
– Overall, the paper strives to show that intuition and prayer
are two faces
of the same coin, and argues that both forms of decision processes (e.g.
rational and non-rational analysis) might coexist perfectly in an integrative
frame.
Originality/value
– The article proposes prayer as a transcendent coping mechanism
whereby executives might refine their intuition flux. As a result, it
depicts a conceptual framework encapsulating all those constructs.
Keywords
– Beliefs, Religion, Decision making, Managers
Paper type
– Conceptual paper
Introduction
Decision making has been one of the hottest topics investigated in management
science. After all, executives are challenged every day to make important
decisions that affect the performance of their business enterprises
and, as a result, the success of their own careers. Further, nowadays
businessmen and businesswomen have to deal with a lot of things ranging
from hiring, product portfolio, pricing policy, branding and internal
relationships to legislation, stakeholders’ claims, acquisitions,
mergers,environmental issues, competitors, alliances, technology breakthroughs
and the community, to name but a few. Taken together, all these points
have contributed to making managers’ lives very harsh. Worse still,
it seems that every day new variables are added to the organizational
decision-making process, making it an increasingly complex task.
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