Decision and intuition during organizational change

Abstract

Purpose The purpose of this paper is to review intuition in the context of organizational change. The authors argue that intuition as a concept requires attention and its formulation is necessary prior to its application in organizations. The paper provides a critique of dual process theory and highlights shortcomings in organization theorizing of intuition. Design/methodology/approach The paper is conceptual and provides in-depth theoretical discussions by drawing from the literature on decision and intuition in the context of organizational change. Findings Investigating whether dual process theory is sufficiently clear, the authors found ambiguity. Specifically, the current definition provided by Dane and Pratt is not clear in terms of its four sections: the consciousness of non-conscious processing, involving holistic associations, that are produced rapidly, which result in affectively charged judgments. Finally, the authors note that the evolutionary perspective is missing and they provide foundational concepts for such a perspective, including the discussion of information templates, memes and genes, as argued by research, condition intuition. Originality/value The paper finds that an evolutionary perspective develops a picture of intuition as an adaptive resource. This evolutionary perspective is currently absent in research and the authors provide foundational concepts for such a perspective. They propose specific arguments to highlight the evolutionary perspective.