Intuition: Myth or a Decision-making Tool?

Faced with today’s ill-structured business environment of fast-paced change and rising uncertainty, organizations have been searching for management tools that will perform satisfactorily under such ambiguous conditions. In the arena of managerial decision making, one of the approaches being assessed is the use of intuition. Based on our definition of intuition as a non-sequential information-processing mode, which comprises both cognitive and affective elements and results in direct knowing without any use of conscious reasoning, we develop a testable model of integrated analytical and intuitive decision making and propose ways to measure the use of intuition.

Preface and Acknowledgments

This volume is a joint project undertaken by three scholars from diverse backgrounds around the world. In the following, I trace the history of this project from a personal perspective and acknowledge the contributions of those who have been involved.

Introduction

Why do we analyze organizational culture and climate? How do our analyses help us make organizations better? Where do these topics fit among the major issues facing not only organizational studies but social science as a whole as well as contemporary society? The contributors of this volume answer different parts of these basic questions and answer them in different ways. In the introduction, we offer a guide to how the different parts of these questions fit together and where the different ways of answering them fit within organizational science and social science.

Polytomous item response theory models

Polytomous Item Response Theory Models provides a unified, comprehensive introduction to the range of polytomous models available within item response theory (IRT). It begins by outlining the primary structural distinction between the two major types of polytomous IRT models. This focuses on the two types of response probability that are unique to polytomous models and their associated response functions, which are modeled differently by the different types of IRT model. It describes, both conceptually and mathematically, the major specific polytomous models, including the Nominal Response Model, the Partial Credit Model, the Rating Scale model, and the Graded Response Model. Important variations, such as the Generalized Partial Credit Model are also described as are less common variations, such as the Rating Scale version of the Graded Response Model. Relationships among the models are also investigated and the operation of measurement information is described for each major model. Practical examples of major models using real data are provided, as is a chapter on choosing an appropriate model. Figures are used throughout to illustrate important elements as they are described.

Perceptions of a media campaign: The role of social identity and the changing intergroup context

This study examined the effects of political identity and the changing intergroup context on communication perceptions during an election campaign. Perceptions of media bias and of campaign impact on self and others were assessed before and after the election. The responses of politically aligned voters reflected their membership in a dominant or subordinate group preelection and in a losing or winning group postelection. Dominant group members were initially less biased in their views of the campaign and its impact but sought to blame their party's loss on media bias and on the gullibility of political out-group members and voters in general. Subordinate group members initially showed strong in-group-serving biases but were less critical of the media and the electorate after their party had won. Results highlight the dynamic, intergroup, nature of media perceptions.

Reliability and validity of scores on scales to measure managerial aspirations

The present investigation assessed the reliability and validity of the scores of a subjective measure of desired aspirations and a behavioral measure of enacted aspirations. A sample of 5,655 employees was randomly split into two halves. Principal components analysis on Sample 1, followed by confirmatory factor analysis on Sample 2, confirmed the desired and enacted scales as distinct but related measures of managerial aspirations. The desired and enacted scales had satisfactory levels of internal consistency and temporal stability over a 1-year period. Relationships between the measures of desired and enacted managerial aspirations and both attitudinal and behavioral criteria, measured concurrently and 1 year later, provided preliminary support for convergent and discriminant validity for our sample. Desired aspirations demonstrated stronger validity than enacted aspirations. Although further examination of the psychometric properties of the scales is warranted, the present findings provide promising support for their validity and reliability for our sample.