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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.

This article first provides a review of fatherhood in the gender and organization literature on work and family, and the body and (in)visibility. It observes how organizational assumptions which frame fathers as breadwinners, ignoring their paternal role, remain extraordinarily persistent because policies (no matter how long established) do not necessarily change social attitudes and behaviours. The article then draws upon original qualitative data to demonstrate how while male workers may feel valued as employees, they often feel invisible at work in their paternal role. Fathers perceive that, while family‐friendly policies might in theory be available to ‘parents’ these are in practice targeted at working mothers. The article considers why working men's paternity is so often ignored, as though fathers are a ghost in the organizational machine. A recommendation for the establishment of a fatherhood and motherhood passport is made.

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