Over 50 years of research on cognitive style has converged on the importance of individual differences in use of intuition and analysis. This program of research is characterized, however, by two incompatible perspectives about the relation between intuition and analysis. The distinction concerns whether intuition and analysis are opposite poles of a single dimension or whether they are orthogonal constructs. Two studies report meta‐analytic investigations of the relation between intuition and analysis. A meta‐analysis of the existing research base (k = 80; n = 27 501) showed that intuition and analysis are uncorrelated. A second meta‐analysis of combinations of subscales from different cognitive style measures (n = 511) supported the results of the first meta‐analysis. Confirmatory factor analysis also supported the existence of two uncorrelated constructs. Overall, the findings support the view that intuition and analysis are independent constructs, rather than opposite ends of a bipolar continuum. In addition, the findings suggest measures of analysis or rationality are not interchangeable. Copyright © 2015 John Wiley & Sons, Ltd.

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Job-hopping is the practice of making frequent voluntary job changes. Integrating theory and research from career and organizational turnover research, two distinct motives for job-hopping were proposed. The escape motive describes frequently changing jobs to escape disliked work environments, whereas the advancement motive describes frequently changing jobs as a means of career advancement. A self-report measure of job-hopping motives was developed and validated using responses from 221 students and 1,528 adults. Factor analysis showed that the motives are distinct but moderately related. The escape motive was associated with negative reactivity (impulsivity, negative affect) and script-based turnover decisions. The advancement motive was associated with positive proactivity (persistence, growth need strength), and protean, boundaryless, and kaleidoscope career theory components. Both motives were associated with organizational withdrawal, quick turnover decisions, and increased turnover. Job-hopping motives predicted historic job change rate over and above demographic, career, and organizational turnover variables.

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