Cinla Akinci

Intuition in Management Research: A Historical Review

In this historical review we chart the progress of intuition research over the past eight decades. We highlight the distinction between intuition research in management and intuition research in base disciplines and related fields, and offer a critical commentary on the ways in which the dynamic between these two historical threads has affected progress in the study of intuition in organizations. We conclude by identifying several promising new directions for intuition research, and offer a number of recommendations to intuition researchers in management which may help in taking this topic forward in ways that do not recapitulate previous errors, diversions or digressions.

Assessing Individual Differences in Experiential (Intuitive) and Rational (Analytical) Cognitive Styles

Even though it is argued that intuition has ‘come of age’ in the behavioral sciences, there are still unresolved issues regarding self‐report assessment of intuitive and analytical styles of information processing (cognitive styles). The unitary view proposes that intuition and analysis are opposite ends of a single continuum. The dual view proposes that intuition and analysis are independent (orthogonal) constructs. Moreover, within the dual view, it has been proposed that intuition and analysis can be further subdivided into ability and engagement subcomponents. The aim of this article was to test both of these claims and thereby move discussions regarding the assessment of cognitive styles further forward. This research is important given that much intuition research in organizations is predicated on self‐report methods of assessment. Using data from a sample of police officers and police staff from a large police organization in the United Kingdom, we found that the adoption of a dual (rather than unitary) perspective when assessing experiential and rational cognitive styles is warranted, whereas adopting an ability and engagement refinement is not (hence a simpler formulation is to be preferred). We also observed a number of main effects and interactions with respect to job type, job level, gender, and experience. We offer guidelines for the self‐report assessment of intuition and analysis cognitive styles and discuss a typology of styles. The article concludes by outlining a number of practical implications for cognitive styles assessment in organizational settings.

Collective Intuition: Implications for Improved Decision Making and Organizational Learning: Collective Intuition: Implications for Organizations

This article establishes the foundation for research on collective intuition through a study of decision making and organizational learning processes in police senior management teams. We conceptualize collective intuition as independently formed judgement based on domain-specific knowledge, experience and cognitive ability, shared and interpreted collectively. We contribute to intuition research, which has tended to focus its attention at the individual level, by studying intuition collectively in team settings. From a dual-process perspective, we investigate how expert intuition and deliberation affect decision making and learning at various levels of the organization. Furthermore, we contribute to organizational learning research by offering an empirically derived elaboration of the foundational 4I framework, identifying additional ‘feed-forward’ and ‘feedback’ loop processes, and thereby providing a more complete account of this organizational learning model. Bridging a variety of relevant but previously unconnected literatures via our focal concept of collective intuition, our research provides a foundation for future studies of this vitally important but under-researched organizational phenomenon. We offer theoretical and practical implications whereby expert intuitions can be developed and leveraged collectively as valuable sources of organizational knowledge and learning, and contribute to improved decision making in organizations.