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This paper discusses issues associated with the measurement of intuitive and analytical decision-making in management context. The review of existing instruments illustrates conceptual differences and vagueness of the theoretical underpinnings of the measured construct. It also reveals lack of distinction between intuitive predisposition, preference, ability and actual use. Moreover, some of the existing scales seem to have low internal consistency or they are unsuitable for large-scale organisational studies. In view of these findings, we used four different measures of decision-making style applied in a specific situation. These were (a) intuitive and analytical decision-making style questionnaires developed for our study, (b) an open ended self-description of the participant's approach to the decision, assessed for analytical and intuitive style by three coders and by computer software, (c) latency (time taken to make the decision), and (d) verbalisation (number of words in self-description). Even though most measures were significantly inter-correlated in the anticipated direction, our findings reflected different effects of predictor variables on each measure. Therefore, it might be prudent to use a combination of measures to improve confidence in the results. [ABSTRACT FROM AUTHOR]

Evolutionary psychology offers intriguing possibilities for improving our understanding of behaviour in organisations. In this poster, we present a three-stage model of dispositional differences between individuals derived from an evolutionary survival strategy of diversity within the family of origin. Dispositions are both unconscious and diverse, with up to 50% of that diversity genetically underpinned and a further 40% to 60% attributable to formative years. Dispositions are also largely invisible. The model we present incorporates McClelland's human motives of need for affiliation, need for achievement, and need for power. Evolutionary psychology suggests dispositional differences are substantially formed in childhood because of non-shared environmental influences within families, in an effort to establish an ecological niche. The perception of sibling differences, rather than the quantum of the differences, appears to be important in niche differentiation. Birth-order is one non-shared familial environmental influence that is claimed to be predictive of systematic individual differences, leading in turn to predictable differences in their social motives as adults. These motive differences in turn lead to differences in occupational role preference. Our model is derived from combination of the theoretical bases of evolutionary psychology, developmental psychology, motivational research and career preference, providing a vehicle for new insights. We offer suggestions for a research design that addresses methodological shortcomings of previous birth order research. Three propositions arise from our model, and we discuss implications for theory and research in organisations. [ABSTRACT FROM AUTHOR]

Over the past three decades there has been considerable debate on whether the use of intuition is valid for making successful decisions under uncertainty and risk. Extensive research and subsequent discussion has been generated on Kahneman and Tversky's (1982) findings that heuristic principles and intuition lead to severe and systematic errors. Simon (1987), however, argues that many decision-makers make diagnoses and provide solutions rapidly without being able to report how they attained the result, frequently with considerable accuracy. Intuition in the current study is defined as a nonconscious process of problem-solving through pattern recognition and higherorder reasoning, developed over time through tacit learning and experience, and expressed through both insight and emotion. It will be argued that personality, perceptual and ability factors influence the use of either or both of these cognitive styles. We will introduce arguments from both sides of the debate — rational versus non-rational models of decision-making, and provide evidence that focuses on determining many of the important factors that influence accurate and reliable outcomes in judgment and decision making. The research was conducted with decision-makers in the share market, considered a high-risk industry (Schiller, 1993; Shefrin, 2000). The model tested in this study incorporates various determinants of decision-making performance: level of experience; general personality factors such as affective and cognitive preferential styles; perceived pressures on the decision-maker; feelings during the decision event; cognitive style; and use of heuristics and biases. Implications and directions for future research are also included. [ABSTRACT FROM AUTHOR]

We propose a detailed model of the role of emotional intelligence as a moderator of stress appraisal and coping in work place settings. The model we present represents a deconstruction of the component parts of Affective Events Theory (AET: Weiss & Cropanzano, 1996), and incorporates emotional intelligence, and theories of psychosocial process and self-regulation. The model also represents an elaboration of Jordan, Ashkanasy, and Härtel (2002), who proposed that emotional intelligence moderates the effects of job insecurity on employees' personal work outcomes. AET, which lies at the core of our model, predicts that the events in the work environment trigger affective responses that lead, in turn, to attitudinal and behavioural responses. In our model, we address in particular the effect of stressful events, and develop the affective response component of AET in terms of a two part process of stress appraisal and coping. The cognitive processes involved in appraisal and coping are argued to be associated with the Mayer and Salovey (1997) conceptualisation of emotional intelligence. As such, appraisal of affective events is characterised in terms of emotional perception and assimilation, while coping strategies are determined by emotional understanding and management. As these parallel the components of Mayer and Salovey's model of emotional intelligence, then emotional intelligence can be seen to moderate the processes of affective response, consistent with the Jordan et al. theory. We conclude with a discussion of the research and practical implications of the model. [ABSTRACT FROM AUTHOR]