Collective intuition: implications for improved decision making and organizational learning

Cinla Akinci, Eugene Sadler-Smith

    Research output: Contribution to journalArticlepeer-review

    Abstract

    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.
    Original languageEnglish
    Pages (from-to)558-577
    JournalBritish Journal of Management
    Volume30
    Issue number3
    Early online date3 Jan 2018
    DOIs
    Publication statusPublished - 12 Jul 2019

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