Intuition in Organizations: New Theoretical and Methodological Perspectives

This stream of the 14th annual intuition symposium at AoM showcases new theoretical and methodological developments in the discipline. The first four contributions expand the boundaries of current intuition theory, yet to be tested fully empirically. The last two contributions explore the perils and possibilities of certain research methods. Specifically, Bakken and Haerem propose a mechanism for switching between intuition and analysis when making decisions in long-term crises, and theorize which type of intuition is needed at specific points of the process. Fuller et al. discuss how intuition is likely formed in virtual teams, impacted by the use of technology, and explore the distinction between actor-driven and team-driven intuition. Dias et al. investigate the integration of Garbage Can model and dual-process theories with the aim to gain a deeper understanding of intuitive decision making and how it draws on accumulated expertise. Grant and Nilsson explore intuitive expertise further by questioning how expertise is developed, characterized and evaluated in different domains. Hodgkinson outlines some common fallacies in intuition research and cautions about over-reliance on self-report techniques. Finally, Akinci et al. demonstrate the use of Computerized Text Analysis as a novel way to study intuition.