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This book explores the science behind intuitive decision-making in business, and shows how people's innate capacity for intuition can be nurtured and strengthened to maximize performance. The clear and detailed explanations reveal how we can use intuition to navigate a world that is fast-moving, complex, and uncertain.

The objective of this research was to understand the phenomenon of intuition from the perspective of the intuitor. Against a background of a steadily growing interest in intuition in managerial decision research, and inclining towards a phenomenological stance, the research used a novel linguistic method based on 'de-nominalization' to access participants' (124 human resource practitioners) experiences of intuition. Based on an analysis of responses to the question 'What happens when you intuit?', the article: defines intuition based on participants' subjective experiences; reveals the subjective experience of intuition as comprising three phases − 'intuiting', 'intuition' and 'implementing'; uncovers two aspects of intuitive affect − 'bodily awareness' and 'cognitive awareness'; and establishes that participants use primary metaphors to articulate their experiences of intuition. The article outlines the theoretical implications and practical relevance of these findings, and makes suggestions for further qualitative phenomenological studies of intuition.

The study is an attempt to provide empirical elaboration, in the context of business and management education, for the "onion" and cognitive control models of cognitive style. Using a sample of 226 business and management undergraduates the research explored the relationship between cognitive style (measured using the cognitive style index and learning preference. Using principal components analysis, three categories of learning preference were discerned (active, reflective and individual). Correlational analysis and one way analysis of variance revealed statistically significant relationships between preferences for reflective and individual methods and cognitive style. The results provide some support for the "onion" and cognitive control models; the implications for business and management education, training and development are discussed.

In business, there is little doubt that managers use their intuitions when making decisions. But in spite of the fact that intuition and rationality are two parallel systems of knowing, intuition is often considered the antithesis of rationality and is overlooked, disregarded, or acted on covertly by managers. What is also clear is that intuition is not typically a part of the traditional management education curriculum. The risk therefore exists that business school programs may be producing managers of the future who are unprepared with respect to the more intuitive aspects of management practice. In this article, the authors define intuition and explore various ways management educators can incorporate intuition in business curricula, along with specific teaching ideas that can be utilized in the classroom.

PurposeTo examine the psychometric properties and construct validity of the general decision making style (GDMS) questionnaire in two UK samples.Design/methodology/approach – The GDMS takes the form of a self‐report questionnaire which identifies five decision making styles: rational, intuitive, dependent, avoidant, and spontaneous. It was administered to samples of business studies undergraduates in two UK business schools. Analyses included scale reliabilities, test‐re‐test reliability, and both exploratory and confirmatory factor analyses.Findings – The instrument's internal and temporal consistencies were generally sound. Consistent with earlier studies, analyses undertaken on the two samples independently were generally supportive of a five factor model of decision making style. No relationships with gender or year of study were observed.Research limitations/implications – Whilst generally supportive of the GDMS, results suggest that further validation work is required. This could include consideration of the relationships between the GDMS and other measures of cognitive/personality style.Practical implications – The managerial implications of the strengths of and relationships between the different decision making styles observed are discussed.Originality/value – The paper fulfils a stated requirement for further validation study of the GDMS instrument.

Since the middle of the 20th century concern about ethics in organisations, corporate responsibility (CSR) and environmental sustainability have been articulated by political, business, academic and other 'thought leaders'. However, in spite of regular and high profile global conferences and increasingly strident rhetoric in the professional and popular press, progress in these areas has been patchy. In a context of economic challenges and political vicissitudes the engine of change, it seems, has 'stalled'. Scholars and practitioners within the HRD field are well aware of the persistent and seemingly intractable consequences in relation to these issues associated with unitarist short-term market-facing organizational agendas fostered by a preoccupation with performance and profitability. In addressing these issues HRD scholars have traditionally made use of either functional, managerialist and instrumental approaches to learning and organizational development or have promoted humanist agendas which focus attention on the importance of individual development and transformation. A key theme of this special issue is that both are necessary but neither is sufficient of itself.