Intuition in Organizations: Implications for Strategic Management
Recent advances in social cognitive neuroscience and related fields have rejuvenated scholarly research into intuition. This article considers the implications of these developments for understanding managerial and organizational decision making. Over the past two decades, researchers have made cons...
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| Vydáno v: | Long range planning Ročník 42; číslo 3; s. 277 - 297 |
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| Médium: | Journal Article |
| Jazyk: | angličtina |
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Elsevier Ltd
01.06.2009
Pergamon Press Inc |
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| ISSN: | 0024-6301, 1873-1872 |
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| Abstract | Recent advances in social cognitive neuroscience and related fields have rejuvenated scholarly research into intuition. This article considers the implications of these developments for understanding managerial and organizational decision making. Over the past two decades, researchers have made considerable progress in distinguishing intuition from closely-related constructs such as instinct and insight and the interplay between these non-conscious forms of cognition and explicit reasoning processes is now better understood. In the wake of significant theoretical and methodological convergence centred on dual-process theories of reasoning, judgment and social cognition, supported by functional magnetic resonance imaging (fMRI) studies, several of the foundational assumptions underpinning classic theories and frameworks in strategic management and entrepreneurship research are being called into question. Old models based on a simplistic left brain/right brain dichotomy are giving way to more sophisticated conceptions, in which intuitive and analytical approaches to decision making are underpinned by complex neuropsychological systems. In the light of these advances, the authors offer their reflections on what this all means for the assessment, development and management of intuition in the workplace. |
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| AbstractList | Recent advances in social cognitive neuroscience and related fields have rejuvenated scholarly research into intuition. This article considers the implications of these developments for understanding managerial and organizational decision making. Over the past two decades, researchers have made considerable progress in distinguishing intuition from closely-related constructs such as instinct and insight and the interplay between these non-conscious forms of cognition and explicit reasoning processes is now better understood. In the wake of significant theoretical and methodological convergence centred on dual-process theories of reasoning, judgment and social cognition, supported by functional magnetic resonance imaging (fMRI) studies, several of the foundational assumptions underpinning classic theories and frameworks in strategic management and entrepreneurship research are being called into question. Old models based on a simplistic left brain/right brain dichotomy are giving way to more sophisticated conceptions, in which intuitive and analytical approaches to decision making are underpinned by complex neuropsychological systems. In the light of these advances, the authors offer their reflections on what this all means for the assessment, development and management of intuition in the workplace. [PUBLICATION ABSTRACT] Recent advances in social cognitive neuroscience and related fields have rejuvenated scholarly research into intuition. This article considers the implications of these developments for understanding managerial and organizational decision making. Over the past two decades, researchers have made considerable progress in distinguishing intuition from closely-related constructs such as instinct and insight and the interplay between these non-conscious forms of cognition and explicit reasoning processes is now better understood. In the wake of significant theoretical and methodological convergence centred on dual-process theories of reasoning, judgment and social cognition, supported by functional magnetic resonance imaging (fMRI) studies, several of the foundational assumptions underpinning classic theories and frameworks in strategic management and entrepreneurship research are being called into question. Old models based on a simplistic left brain/right brain dichotomy are giving way to more sophisticated conceptions, in which intuitive and analytical approaches to decision making are underpinned by complex neuropsychological systems. In the light of these advances, the authors offer their reflections on what this all means for the assessment, development and management of intuition in the workplace. |
| Author | Burke, Lisa A. Claxton, Guy Sadler-Smith, Eugene Sparrow, Paul R. Hodgkinson, Gerard P. |
| Author_xml | – sequence: 1 givenname: Gerard P. surname: Hodgkinson fullname: Hodgkinson, Gerard P. – sequence: 2 givenname: Eugene surname: Sadler-Smith fullname: Sadler-Smith, Eugene – sequence: 3 givenname: Lisa A. surname: Burke fullname: Burke, Lisa A. – sequence: 4 givenname: Guy surname: Claxton fullname: Claxton, Guy – sequence: 5 givenname: Paul R. surname: Sparrow fullname: Sparrow, Paul R. |
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| References | Sadler-Smith (bib9) 2008 Bowden, Jung-Beeman, Fleck, Kounios, Volz, von Cramon (bib11) 2005; 9 Sadler-Smith, Shefy (bib43) 2007; 6 Teece (bib20) 2007; 28 Klein (2003) Epstein (2008) 23–37 Hayes, Allinson (bib19) 1998; 51 Satpute, Lieberman (bib17) 2006; 1079 Hodgkinson and Sparrow (2008). In taking this line of inquiry forward, researchers, educators and managers should heed the timely warning of Michael Gazzaniga (2006, p. 66): “The hype about neuroscience we're now seeing has happened before, with the original left brain/right brain research, which I helped pioneer. Our work got hugely distorted in the popular press, and it was impossible to find hard data for most of the claims that were being made. The failure to live up to the hype arguably obscured the real advances we did make.… no one gains from a pseudoscientific approach to business, least of all managers. While I understand the appeal of bringing scientific rigour to this area of management, the quest for certainty could well devalue the intuition that managers traditionally rely on. In the end, investors pay managers to exercise good judgment, not to read scanner printouts.” The key to avoiding this pitfall is through the adoption of a social cognitive neuroscience approach, which, “requires the insights from each of the social [and organizational], cognitive and neuroscience levels of analysis” (Lieberman, 2000, p. 127). As observed by Hodgkinson and Healey (2008, p. 403), this approach holds considerable promise as a basis for enriching understanding of a variety of non-conscious cognitive and affective processes in organizations, beyond intuition per se. See Hodgkinson and Healey (2008) 387–417 D'Avini, Ilinitch, Lewin, D'Aveni, McNamara, Vaaler, Devers (bib3) 1994; 24 Candidate instruments for these purposes include the Rational Experiential Inventory (REI) developed by Epstein and colleagues, the Preference for Intuition and Deliberation (PID) scales developed by Betsch, and the scales devised by Anthony and Daake for the assessment of analytic and intuitive processing. The Cognitive Style Index (CSI), developed by Allinson and Hayes, is also potentially of value in this context, with the proviso that the scoring procedure is adapted in line with dual-process theories of cognition. For further details of these instruments see: W. P. Anthony and D. Daake, Measurement of Analysis and Tacit Knowledge in Decision Making (Unpublished working paper), Florida State University (1994) Kirton, McCarthy (bib46) 1989; 61 Agor (1986) 5–18. See also Claxton (1998) 217–220. 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Our work got hugely distorted in the popular press, and it was impossible to find hard data for most of the claims that were being made. The failure to live up to the hype arguably obscured the real advances we did make.… no one gains from a pseudoscientific approach to business, least of all managers. While I understand the appeal of bringing scientific rigour to this area of management, the quest for certainty could well devalue the intuition that managers traditionally rely on. In the end, investors pay managers to exercise good judgment, not to read scanner printouts.” The key to avoiding this pitfall is through the adoption of a social cognitive neuroscience approach, which, “requires the insights from each of the social [and organizational], cognitive and neuroscience levels of analysis” (Lieberman, 2000, p. 127). As observed by Hodgkinson and Healey (2008, p. 403), this approach holds considerable promise as a basis for enriching understanding of a variety of non-conscious cognitive and affective processes in organizations, beyond intuition per se. 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