Factors for analytical and intuitive cognition in strategy consultants. A multivariate analysis

Abstract

It is often claimed that strategy consultants exert an important influence on strategy processes of organizations ascribing a pointedly analytical way of working and thus thinking. This paper examines the cognitive styles of strategy consultants, specifically the balance between analytical and intuitive thinking. We use a quantitative research design employing statistical methods such as linear models, path analysis, non-parametric analyses, and principal component analysis - methods that go beyond standard applications and allow for more comprehensive modeling of interrelated factors. Our survey data of strategy consultants provides a robust analysis of cognitive styles, biases, debiasing approaches, and relevant control variables. The results reveal that while strategy consultants generally favor analytical thinking, senior consultants increasingly rely on intuition as their experience grows. The findings also highlight the role of bias awareness and debiasing measures in decision-making processes.