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.3

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.

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.

Intuition is an important mechanism by which organizational actors make significant decisions; however, precisely how intuitive decisions are taken is not well understood and hence is worthy of closer scrutiny. First-response decisions, because of the conditions under which they are executed, offer researchers an interesting and relevant context for the study of intuitive decision making in organizations. We used qualitative methods to explore how 'peak performing' police officers used intuition in first-response decisions. Our findings show that intuition's role in first-response occurs in two differing but complementary ways: 'recognition-based intuition' and 'intuition-based inquiry'. This finding builds on previous intuition research and informs current debates in behavioural sciences regarding 'defaultintervention' versus 'parallel-competitive' variants of dual-process theory; it also reveals how a complex and situated mix of intuition and analysis can guide effective decision making and support peak performance in uncertain, dynamic and complex environments that typify many organizational decision processes. Our findings contribute to intuition research by extending the current theory of 'intuition-as-expertise' in going beyond a simple 'recognize-andrespond' model. We propose a 'Perceiving-Knowing-Enacting-Closing' framework which captures the complex role that intuition in combination with analysis plays in police firstresponse decisions, and discuss implications for decision-making policies and practices in organizations.

Research has identified improvisation as a creative and open activity that can be harnessed to encourage innovation and learning within the organization. In this paper, we present improvisation as a covert phenomenon, occurring in a climate of mistrust and fear of censure, and disconnected with wider organizational learning. Drawing on qualitative evidence of a UK Fire Service, we explore hidden improvisation, and identify the conditions and processes that can connect these local deviations to wider processes of learning. We show that whilst most improvisations remain hidden and contained to avoid wider scrutiny, certain conditions of frequency, connectedness, and scale escalate events to become more visible to supervisors and managers. The learning outcomes from these visible improvisations will then depend on management’s interpretation, evaluation, and translation of improvising behaviours. Dependent on prior relationships of trust and credibility, middle management perform a key brokering role in this process, connecting previously hidden improvisation to wider organizational systems and structures.