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eugene sadler-smith

University of Surrey, Business School, Faculty Member

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I am Professor of Organizational Behaviour at the School of Management, University of Surrey.

I worked for British Gas plc (1987-1994) on training and development projects in the UK and overseas. During my time with BG I completed my Ph.D. under the supervision of Dr. Richard J. Riding, at the University of Birmingham, 1988-1992 (part-time). My thesis was on cognitive styles and instuctional design.

My first academic post was in 1994 when I joined the University of Plymouth Business School where I eventually became Professor of Human Resource Development and Associate Dean for Research. I moved to the University of Surrey in December 2003.

My research interests at the moment centre on the role of intuitive judgement in management decision making and management development. My intuition work has featured on BBC Radio 4 and in The Times (including the Times leader column in August 2007).

I've published research papers in various journals, inc.: Academy of Management Executive; Academy of Management Learning & Education (3); British Journal of Management (2); British Journal of Psychology; British Journal of Educational Psychology; Business Ethics Quarterly; International Jnl. of Management Reviews (2); Personality & Individual Differences (2); Journal of Occupational & Organizational Psychology; Journal of Organizational Behavior; Management Learning (3); Organization Studies; Long Range Planning (2), International Journal of Selection and Assessment, etc.

My sole-authored books are:
'Learning and Development for Managers: perspectives from research and practice' (Wiley/Blackwell, 2006)
'Inside Intuition' (Routledge, 2008).
'The Intuitive Mind: profiting from the power of your sixth sense'
(John Wiley and Sons in 2010).

My publications since 2008 are listed below.

My h-index (Web of Knowledge) currently stands at 17.

I'm joint Editor-in-Chief of Management Learning (ISI 2009 5-year impact factor, 2.06), and am also on the editorial boards of several journals inc. Academy of Management Learning and Education, Journal of Management Education
Phone: 01483 683101
Address: Surrey Business School
University of Surrey
Guildford GU2 7XH
UNITED KINGDOM

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Lisa A Burke-Smalley

The University of Tennessee at Chattanooga

Georgiana Zugravu

Viktor Dörfler

University of Strathclyde, Glasgow

Universidade de Lisboa

Gerard P Hodgkinson

University of Warwick

Stéphane Ethier

HEC Montréal (Ecole des Hautes Etudes Commerciales)

Washington University in St. Louis

Michael G Pratt

Boston College

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Books by eugene sadler-smith

Sadler-Smith, E. (2010). The Intuitive Mind. Chichester: John Wiley and Sons (324pp) (shortlisted for the Chartered Management Institute’s ‘Management Book of the Year’ Award 2011; translated and published in Brazil, Japan and Russia)

Sadler-Smith E. (2008) Inside Intuition. Abingdon: Routledge

Sadler-Smith, E. (2006). Learning and Development for Managers: Perspectives from Research and Practice. Oxford: Blackwell (480pp)

Papers by eugene sadler-smith

Fostering Intuition in Management Education: Activities and Resources

by Lisa A Burke-Smalley and eugene sadler-smith

Journal of Management Education, 2007

Intuition in Organizations: Implications for Strategic Management

by Lisa A Burke-Smalley and eugene sadler-smith

Long Range Planning, 2009

Recent advances in social cognitive neuroscience and related fields have rejuvenated scholarly re... more Recent advances in social cognitive neuroscience and related fields have rejuvenated scholarly research into intuition. This article considers the implications of these developments for understanding managerial and organizational decision making. Over the past two decades, researchers have made considerable progress in distinguishing intuition from closely-related constructs such as instinct and insight and the interplay between these non-conscious forms of cognition and explicit reasoning processes is now better understood. In the wake of significant theoretical and methodological convergence centred on dual-process theories of reasoning, judgment and social cognition, supported by functional magnetic resonance imaging (fMRI) studies, several of the foundational assumptions underpinning classic theories and frameworks in strategic management and entrepreneurship research are being called into question. Old models based on a simplistic left brain/right brain dichotomy are giving way to more sophisticated conceptions, in which intuitive and analytical approaches to decision making are underpinned by complex neuropsychological systems. In the light of these advances, the authors offer their reflections on what this all means for the assessment, development and management of intuition in the workplace.

What do we really understand about how managers make important decisions?

by Lisa A Burke-Smalley and eugene sadler-smith

Organizational Dynamics, 2015

Akinci, C. & Sadler-Smith, E. (2013). Assessing individual differences in experiential (intuitive) and rational (analytical) cognitive styles, International Journal of Selection and Assessment, 21(2), 211-221.

Sadler-Smith, E. (2013). Towards organizational environmental virtuousness, Journal of Applied Behavioral Science, 49(1), 123-148.

Chaston, I & Sadler-Smith, E. (2012). Entrepreneurial cognition, entrepreneurial orientation and firm capability in the creative industries. British Journal of Management, 23(3), 415-432.

Creative industries are firms which are characterized largely by the labour inputs of creative in... more Creative industries are firms which are characterized largely by the labour inputs of creative individuals, and surrounded by a degree of rhetoric as to their significance, but are a comparatively under-researched sector. In this study we developed a research framework which integrated entrepreneurial cognition, entrepreneurial orientation and firm capabilities and explored the relationships between these variables, market conditions and the performance of small creative industry enterprises. The data suggest that high growth small firms are characterized by well-developed internal capabilities allied to an entrepreneurial orientation and that the combination of the various sub-attributes associated with each of these appear to be especially salient under conditions of intense competition. The policies, managerial and educational implications of the findings are discussed.

Sadler-Smith, E. (2012) Before virtue: Biology, brain, behavior and the ‘moral sense’. Business Ethics Quarterly, 22(2), 351-76.

Armstrong, SJ, Cools, E, & Sadler-Smith, E. (2012). The role of cognitive styles in management: Reviewing 40 years of research. International Journal of Management Reviews, 14(3), 238-262.

In line with increased attention on the application of cognitive approaches to industrial, work a... more In line with increased attention on the application of cognitive approaches to industrial, work and organizational psychology, the last 40 years have witnessed a growing interest in application of the cognitive style construct to the field of business and management. The purpose of this paper is threefold. First, we wish to advance understanding of cognitive styles research by elucidating trends and perspectives related to business and management. Second, we identify gaps in the literature and promising areas of research that can be further developed. This is accomplished by means of a review of papers published between 1969 and 2009. Eight themes emerged from our analysis: (a) vocational and occupational issues; (b) national culture; (c) teamwork and interpersonal relationships; (d) learning; (e) decision making; (f) creativity, innovation and entrepreneurship; (g) sales and marketing; and (h) management information systems, information management and use. Third, we identify valid and reliable methods of assessment of cognitive style for use in business and management settings. Finally we draw a number of conclusions regarding the current state of cognitive styles research and promising directions for future research.

Akinci, C & Sadler-Smith, E. (2012) Intuition in management research: A historical review. International Journal of Management Reviews, 14(1), 104-122.

In this historical review we chart the progress of intuition research over the past eight decades... more In this historical review we chart the progress of intuition research over the past eight decades. We highlight the distinction between intuition research in management and intuition research in base disciplines and related fields, and offer a critical commentary on the ways in which the dynamic between these two historical threads has affected progress in the study of intuition in organizations. We conclude by identifying several promising new directions for intuition research, and offer a number of recommendations to intuition researchers in management which may help in taking this topic forward in ways that do not recapitulate previous errors, diversions or digressions.

Gore J & Sadler-Smith, E. (2011) Unpacking intuition: A process and outcome framework. Review of General Psychology, 15(4), 304-316.

Sadler-Smith, E. (2011) The intuitive style: Relationships with local/global and visual/verbal styles, gender, and superstitious reasoning, Learning and Individual Differences, 21, 263-270.

The study explored various facets of the intuitive style and its relevance to learning and educat... more The study explored various facets of the intuitive style and its relevance to learning and education from a dual-processing perspective, namely how it relates to other style constructs (analytical; visual and verbal; local and global), gender, and superstitious reasoning and how these are likely to impact upon learning in educational and occupational settings. The correlation between the intuitive style and the visual style was statistically significant, while the correlation between the intuitive style and the global style was non-significant. A small main effect of gender on the intuitive style was observed. The correlation between the intuitive style and superstitious reasoning was statistically significant. The six separate measures of styles used in this study have acceptable internal consistencies. A scale-level exploratory factor analysis revealed the relative independence of the intuitive and rational, and local and global scales; the verbal–visual measure was more problematic in this regard. The stereotype of female intuition did not receive strong support; it is recommended that educators be cautious of exhibiting biases in this regard. Consistent with previous research the intuitive style was found to be related to superstitious reasoning and paranormal beliefs and may therefore impact on reasoning and thinking in ways that are at odds with scientific understandings of causality. The implications of these findings for the assessment of styles and their applications are discussed.► Explored intuitive style from a dual-processing perspective. ► Educators can reliably assess several independent styles dimensions. ► Intuitive style correlated with superstitious reasoning. ► Stereotype of female intuition did not receive strong support. ► Educational implications in terms of reasoning and thinking discussed.

Hensman, A. & Sadler-Smith, E. (2011).Intuitive decision making in banking and finance, European Management Journal, 29, 51-66.

Interest in the phenomenon of intuition in business and management has grown rapidly in recent ye... more Interest in the phenomenon of intuition in business and management has grown rapidly in recent years; however whilst there have been significant theoretical advances, empirical work has lagged somewhat. We studied the phenomenon of intuitive decision making in the banking and finance sector through the use of in-depth semi-structured interviews with experienced executives in a FTSE-100 bank. Participants’ reliance on intuition was related not only to the nature of the task (e.g., factors of time and uncertainty) and individual factors (e.g., participants’ experience and confidence), but also organizational contextual factors (e.g., constraints and conventions, accountability and hierarchy, team dynamics and organizational culture). Based on our findings we offer a conceptual framework, and a typology of intuitive and contextual ‘signalling’ which provide bases for practical recommendations and potential directions for future inquiry into this vital aspect of managerial cognition and decision making behaviour.

Hodgkinson, G.P., Sadler-Smith, E., Burke, L.A., Claxton, G & Sparrow, P. (2009). Intuition in organizations: Some implications for strategic management, Long Range Planning, 42, 277-297.

Recent advances in social cognitive neuroscience and related fields have rejuvenated scholarly re... more Recent advances in social cognitive neuroscience and related fields have rejuvenated scholarly research into intuition. This article considers the implications of these developments for understanding managerial and organizational decision making. Over the past two decades, researchers have made considerable progress in distinguishing intuition from closely-related constructs such as instinct and insight and the interplay between these non-conscious forms of cognition and explicit reasoning processes is now better understood. In the wake of significant theoretical and methodological convergence centred on dual-process theories of reasoning, judgment and social cognition, supported by functional magnetic resonance imaging (fMRI) studies, several of the foundational assumptions underpinning classic theories and frameworks in strategic management and entrepreneurship research are being called into question. Old models based on a simplistic left brain/right brain dichotomy are giving way to more sophisticated conceptions, in which intuitive and analytical approaches to decision making are underpinned by complex neuropsychological systems. In the light of these advances, the authors offer their reflections on what this all means for the assessment, development and management of intuition in the workplace.

Hodgkinson, G.P., Sadler-Smith, E., Sinclair, M. & Ashkanasy, N. (2009). More than meets the eye? Intuition and analysis revisited, Personality and Individual Differences, 47, 342-346.

Research on individual differences in information processing is characterized by two incompatible... more Research on individual differences in information processing is characterized by two incompatible theoretical perspectives. The unitary view postulates that analysis and intuition are the opposite poles of a single dimension, whereas the dual-process view proposes that they are independent constructs. We investigated this issue using two established measures of information-processing style, the Cognitive Style Index (CSI) and the Rational–Experiential Inventory (REI), each representative of one of the two conflicting views. We found that the REI’s dimensionality was consistent with the dual-process view, reflected by two uncorrelated factors, although we failed to replicate the instrument developers’ subsequent re-formulation into ability and engagement sub-scales. The structure of the CSI was more problematic, implying the existence of three factors, which is inconsistent with the unitary view advocated by its developers. Our studies suggest that the REI’s original formulation is preferred, and that the unitary conception underpinning the CSI should be abandoned forthwith.

Blackman, D. & Sadler-Smith, E. (2009). The silent and the silenced in organisational knowing and learning, Management Learning, 40, 569-585.

Sadler-Smith, E. & Burke, LA. (2009). Fostering intuition in management education, Journal of Management Education, 33, 239-262.

Armstrong, S.J. & Sadler-Smith, E. (2008). Learning on demand, at your own pace, and in rapid bite sized chunks: The future shape of management development? Academy of Management Learning and Education, 7(4), 571-586.

Sadler-Smith, E. (2010). The Intuitive Mind. Chichester: John Wiley and Sons (324pp) (shortlisted for the Chartered Management Institute’s ‘Management Book of the Year’ Award 2011; translated and published in Brazil, Japan and Russia)

Sadler-Smith E. (2008) Inside Intuition. Abingdon: Routledge

Sadler-Smith, E. (2006). Learning and Development for Managers: Perspectives from Research and Practice. Oxford: Blackwell (480pp)

Fostering Intuition in Management Education: Activities and Resources

by Lisa A Burke-Smalley and eugene sadler-smith

Journal of Management Education, 2007

Intuition in Organizations: Implications for Strategic Management

by Lisa A Burke-Smalley and eugene sadler-smith

Long Range Planning, 2009

Recent advances in social cognitive neuroscience and related fields have rejuvenated scholarly re... more Recent advances in social cognitive neuroscience and related fields have rejuvenated scholarly research into intuition. This article considers the implications of these developments for understanding managerial and organizational decision making. Over the past two decades, researchers have made considerable progress in distinguishing intuition from closely-related constructs such as instinct and insight and the interplay between these non-conscious forms of cognition and explicit reasoning processes is now better understood. In the wake of significant theoretical and methodological convergence centred on dual-process theories of reasoning, judgment and social cognition, supported by functional magnetic resonance imaging (fMRI) studies, several of the foundational assumptions underpinning classic theories and frameworks in strategic management and entrepreneurship research are being called into question. Old models based on a simplistic left brain/right brain dichotomy are giving way to more sophisticated conceptions, in which intuitive and analytical approaches to decision making are underpinned by complex neuropsychological systems. In the light of these advances, the authors offer their reflections on what this all means for the assessment, development and management of intuition in the workplace.

What do we really understand about how managers make important decisions?

by Lisa A Burke-Smalley and eugene sadler-smith

Organizational Dynamics, 2015

Akinci, C. & Sadler-Smith, E. (2013). Assessing individual differences in experiential (intuitive) and rational (analytical) cognitive styles, International Journal of Selection and Assessment, 21(2), 211-221.

Sadler-Smith, E. (2013). Towards organizational environmental virtuousness, Journal of Applied Behavioral Science, 49(1), 123-148.

Chaston, I & Sadler-Smith, E. (2012). Entrepreneurial cognition, entrepreneurial orientation and firm capability in the creative industries. British Journal of Management, 23(3), 415-432.

Creative industries are firms which are characterized largely by the labour inputs of creative in... more Creative industries are firms which are characterized largely by the labour inputs of creative individuals, and surrounded by a degree of rhetoric as to their significance, but are a comparatively under-researched sector. In this study we developed a research framework which integrated entrepreneurial cognition, entrepreneurial orientation and firm capabilities and explored the relationships between these variables, market conditions and the performance of small creative industry enterprises. The data suggest that high growth small firms are characterized by well-developed internal capabilities allied to an entrepreneurial orientation and that the combination of the various sub-attributes associated with each of these appear to be especially salient under conditions of intense competition. The policies, managerial and educational implications of the findings are discussed.

Sadler-Smith, E. (2012) Before virtue: Biology, brain, behavior and the ‘moral sense’. Business Ethics Quarterly, 22(2), 351-76.

Armstrong, SJ, Cools, E, & Sadler-Smith, E. (2012). The role of cognitive styles in management: Reviewing 40 years of research. International Journal of Management Reviews, 14(3), 238-262.

In line with increased attention on the application of cognitive approaches to industrial, work a... more In line with increased attention on the application of cognitive approaches to industrial, work and organizational psychology, the last 40 years have witnessed a growing interest in application of the cognitive style construct to the field of business and management. The purpose of this paper is threefold. First, we wish to advance understanding of cognitive styles research by elucidating trends and perspectives related to business and management. Second, we identify gaps in the literature and promising areas of research that can be further developed. This is accomplished by means of a review of papers published between 1969 and 2009. Eight themes emerged from our analysis: (a) vocational and occupational issues; (b) national culture; (c) teamwork and interpersonal relationships; (d) learning; (e) decision making; (f) creativity, innovation and entrepreneurship; (g) sales and marketing; and (h) management information systems, information management and use. Third, we identify valid and reliable methods of assessment of cognitive style for use in business and management settings. Finally we draw a number of conclusions regarding the current state of cognitive styles research and promising directions for future research.

Akinci, C & Sadler-Smith, E. (2012) Intuition in management research: A historical review. International Journal of Management Reviews, 14(1), 104-122.

In this historical review we chart the progress of intuition research over the past eight decades... more In this historical review we chart the progress of intuition research over the past eight decades. We highlight the distinction between intuition research in management and intuition research in base disciplines and related fields, and offer a critical commentary on the ways in which the dynamic between these two historical threads has affected progress in the study of intuition in organizations. We conclude by identifying several promising new directions for intuition research, and offer a number of recommendations to intuition researchers in management which may help in taking this topic forward in ways that do not recapitulate previous errors, diversions or digressions.

Gore J & Sadler-Smith, E. (2011) Unpacking intuition: A process and outcome framework. Review of General Psychology, 15(4), 304-316.

Sadler-Smith, E. (2011) The intuitive style: Relationships with local/global and visual/verbal styles, gender, and superstitious reasoning, Learning and Individual Differences, 21, 263-270.

The study explored various facets of the intuitive style and its relevance to learning and educat... more The study explored various facets of the intuitive style and its relevance to learning and education from a dual-processing perspective, namely how it relates to other style constructs (analytical; visual and verbal; local and global), gender, and superstitious reasoning and how these are likely to impact upon learning in educational and occupational settings. The correlation between the intuitive style and the visual style was statistically significant, while the correlation between the intuitive style and the global style was non-significant. A small main effect of gender on the intuitive style was observed. The correlation between the intuitive style and superstitious reasoning was statistically significant. The six separate measures of styles used in this study have acceptable internal consistencies. A scale-level exploratory factor analysis revealed the relative independence of the intuitive and rational, and local and global scales; the verbal–visual measure was more problematic in this regard. The stereotype of female intuition did not receive strong support; it is recommended that educators be cautious of exhibiting biases in this regard. Consistent with previous research the intuitive style was found to be related to superstitious reasoning and paranormal beliefs and may therefore impact on reasoning and thinking in ways that are at odds with scientific understandings of causality. The implications of these findings for the assessment of styles and their applications are discussed.► Explored intuitive style from a dual-processing perspective. ► Educators can reliably assess several independent styles dimensions. ► Intuitive style correlated with superstitious reasoning. ► Stereotype of female intuition did not receive strong support. ► Educational implications in terms of reasoning and thinking discussed.

Hensman, A. & Sadler-Smith, E. (2011).Intuitive decision making in banking and finance, European Management Journal, 29, 51-66.

Interest in the phenomenon of intuition in business and management has grown rapidly in recent ye... more Interest in the phenomenon of intuition in business and management has grown rapidly in recent years; however whilst there have been significant theoretical advances, empirical work has lagged somewhat. We studied the phenomenon of intuitive decision making in the banking and finance sector through the use of in-depth semi-structured interviews with experienced executives in a FTSE-100 bank. Participants’ reliance on intuition was related not only to the nature of the task (e.g., factors of time and uncertainty) and individual factors (e.g., participants’ experience and confidence), but also organizational contextual factors (e.g., constraints and conventions, accountability and hierarchy, team dynamics and organizational culture). Based on our findings we offer a conceptual framework, and a typology of intuitive and contextual ‘signalling’ which provide bases for practical recommendations and potential directions for future inquiry into this vital aspect of managerial cognition and decision making behaviour.

Hodgkinson, G.P., Sadler-Smith, E., Burke, L.A., Claxton, G & Sparrow, P. (2009). Intuition in organizations: Some implications for strategic management, Long Range Planning, 42, 277-297.

Recent advances in social cognitive neuroscience and related fields have rejuvenated scholarly re... more Recent advances in social cognitive neuroscience and related fields have rejuvenated scholarly research into intuition. This article considers the implications of these developments for understanding managerial and organizational decision making. Over the past two decades, researchers have made considerable progress in distinguishing intuition from closely-related constructs such as instinct and insight and the interplay between these non-conscious forms of cognition and explicit reasoning processes is now better understood. In the wake of significant theoretical and methodological convergence centred on dual-process theories of reasoning, judgment and social cognition, supported by functional magnetic resonance imaging (fMRI) studies, several of the foundational assumptions underpinning classic theories and frameworks in strategic management and entrepreneurship research are being called into question. Old models based on a simplistic left brain/right brain dichotomy are giving way to more sophisticated conceptions, in which intuitive and analytical approaches to decision making are underpinned by complex neuropsychological systems. In the light of these advances, the authors offer their reflections on what this all means for the assessment, development and management of intuition in the workplace.

Hodgkinson, G.P., Sadler-Smith, E., Sinclair, M. & Ashkanasy, N. (2009). More than meets the eye? Intuition and analysis revisited, Personality and Individual Differences, 47, 342-346.

Research on individual differences in information processing is characterized by two incompatible... more Research on individual differences in information processing is characterized by two incompatible theoretical perspectives. The unitary view postulates that analysis and intuition are the opposite poles of a single dimension, whereas the dual-process view proposes that they are independent constructs. We investigated this issue using two established measures of information-processing style, the Cognitive Style Index (CSI) and the Rational–Experiential Inventory (REI), each representative of one of the two conflicting views. We found that the REI’s dimensionality was consistent with the dual-process view, reflected by two uncorrelated factors, although we failed to replicate the instrument developers’ subsequent re-formulation into ability and engagement sub-scales. The structure of the CSI was more problematic, implying the existence of three factors, which is inconsistent with the unitary view advocated by its developers. Our studies suggest that the REI’s original formulation is preferred, and that the unitary conception underpinning the CSI should be abandoned forthwith.

Blackman, D. & Sadler-Smith, E. (2009). The silent and the silenced in organisational knowing and learning, Management Learning, 40, 569-585.

Sadler-Smith, E. & Burke, LA. (2009). Fostering intuition in management education, Journal of Management Education, 33, 239-262.

Armstrong, S.J. & Sadler-Smith, E. (2008). Learning on demand, at your own pace, and in rapid bite sized chunks: The future shape of management development? Academy of Management Learning and Education, 7(4), 571-586.

Hodgkinson, GP., Langan-Fox, J. & Sadler-Smith, E. (2008). Intuition: A fundamental bridging construct in the behavioural sciences, British Journal of Psychology, 99(1), 1-27.

The concept of intuition has, until recently, received scant scholarly attention within and beyon... more The concept of intuition has, until recently, received scant scholarly attention within and beyond the psychological sciences, despite its potential to unify a number of lines of inquiry. Presently, the literature on intuition is conceptually underdeveloped and dispersed across a range of domains of application, from education, to management, to health. In this article, we clarify and distinguish intuition from related constructs, such as insight, and review a number of theoretical models that attempt to unify cognition and affect. Intuition's place within a broader conceptual framework that distinguishes between two fundamental types of human information processing is explored. We examine recent evidence from the field of social cognitive neuroscience that identifies the potential neural correlates of these separate systems and conclude by identifying a number of theoretical and methodological challenges associated with the valid and reliable assessment of intuition as a basis for future research in this burgeoning field of inquiry.

Sadler-Smith, E. & Shefy, E. (2007). Developing intuitive awareness in management education, Academy of Management Learning and Education, 6(2), 186-205.

Leybourne, S. & Sadler-Smith E. (2006). The role of intuition and improvisation in project management, International Journal of Project Management, 24, 483-492.

Sadler-Smith, E. (2012). Metacognition and styles. In L-F. Zhang, R.J. Sternberg & S. Rayner (Eds) Handbook of Intellectual Styles. New York: Springer, pp.153-172.

Sadler-Smith, E. (2010), Intuitive intelligence. In J. Gold, A. Mumford & R. Thorpe (Eds) The Gower Handbook of Management and Leadership Development. Aldershot: Gower, pp.387-403.

Sadler-Smith, E. (2009), A duplex model of cognitive style. In R.J. Sternberg & L-F. Zhang (Eds) Perspectives on the Nature of Individual Differences. Boston: Springer, pp.3-28.

Sadler-Smith, E. (2009). Cognitive styles and learning strategies in management education. In S.J. Armstrong & C. Fukami (Eds.) The Sage Handbook of Management Learning, Education and Development, Los Angeles, Sage, pp.301-324.

Sadler-Smith, E., Hodgkinson, G.P & Sinclair, M. (2008), A matter of feeling? The role of intuition in entrepreneurial decision making and behaviour. In N.M. Ashkanasy, et al. (Eds) Research on Emotion in Organisations: Volume 4, emotions, ethics and decision-making. Bingley: JAI Press, pp.35-55.

Sinclair, M, Sadler-Smith, E. & Hodgkinson, G.P., (2008), The role of intuition in strategic decision making, A. Costanzo and R.B. McKay (Eds.) The Handbook of Research on Strategy and Foresight. Cheltenham, UK: Edward Elgar, pp.393-417.

Sadler-Smith, E & Sparrow, PR, (2007), Intuition in organisational decision-making, In G.P. Hodgkinson, and W.H. Starbuck, (eds.), The Oxford Handbook of Organizational Decision-making, Oxford: Oxford University Press, pp.305-324.

Sadler-Smith, E. & Lean, J. (2003). The practice of human resource development (HRD) in smaller firms. In J. Stewart and G. Beaver (Eds.) Human Resource Development in Small Organisations: research and practice, London, Routledge, pp.124-148.

Sadler-Smith, E. (2001). Self-perception of team-roles: some implications for business and management. In R.J. Riding, & S.G. Rayner, (Eds). International Perspectives on Individual Differences (2): Self-Perception, Stanford, JAI Press, pp.101-132.

Sadler-Smith, E. (1999). Cognitive style and learning in organisations. In R.J. Riding, & S.G. (Rayner, Eds). International Perspectives on Individual Differences (1): Cognitive Styles. Stanford, JAI Press, pp.181-214.

Instinct messaging, People Management, 25th Feb., 2010, 24-25

People Management, ‘The twin imperatives of intuition and analysis in decision-making’ 24th February, 2007

The Times, 13th August 2007.When you just know (the lead story in Times 2 and commented upon in The Times leader column of the same day)

Personal Führung, Intuition in decision-making and management, 8, 2006, 36-43

Recruiter Magazine ‘Head or heart: how far can you trust your business intuition?’, 9th February 2005

Psychology and the music of Michael Tippett, The Psychologist, 18(10), 2005, 592

L&D: Steady State, Ready State

The Head and Heart at Work (Soft Skills)

The Intuitive Mind - Sample Chapter

The Intuitive Executive: Understanding and Applying ‘Gut Feel’ in Decision-Making

Developing Intuitive Awareness in Management Education

In spite of the fact that research suggests that managers use intuition when making decisions and... more In spite of the fact that research suggests that managers use intuition when making decisions and solving problems, management education and development has largely ignored or shied away from including intuition in its curriculum. There are few, if any, reported or reported-and-evaluated attempts at the development of managers' intuitive awareness either in business school or in-company programs. This paper offers a justification for the inclusion of intuition in management education and goes on to report the design, implementation and evaluation of a program for the development of managers' intuitive awareness. The program used a combination of training and extended practice employing a variety of innovative experiential techniques. The program was evaluated by means of content analyses of the logs which participants compiled during the practice phase. Participants reported positively on the program and documented effects in a number of areas related to the context for intuition (inner/outer), the intuitive process (time, place and pace) and its outcomes (sense of perspective; self-confidence; inter-and intra-personal sensitivity; meta-cognition). The implications for the further application of these approaches in management education and development, and some personal reflections on their use, are discussed.

From the Heart - Recruiter Magazine 2005

Unpacking Intuition - Presentation

Towards organizational environmental virtuousness

This paper combines theories of environmental virtue ethics and organizational virtuousness in pr... more This paper combines theories of environmental virtue ethics and organizational virtuousness in proposing the idea of 'organizational environmental virtuousness'. In doing so it draws attention to the fact that previous 'green management' scholarship has emphasized reduction of harm and adherence to norms and overlooked the significance of positive deviance, virtue and virtuousness. In common with organizational virtuousness, organizational environmental virtuousness is associated with moral goodness, human impact and unconditional social betterment. Amplifying and buffering effects of organizational environmental virtuousness support positive deviance and environmentally supportive behaviors and constrain negative deviance and environmentally antagonistic behaviors respectively. The article concludes with a consideration of the implications of organizational virtuousness for researchers who may wish to examine its antecedents and consequences and for practitioners who may wish to leverage environmental virtuousness in their organizations.

Before Virtue: Biology, Brain, Behavior and the ‘Moral Sense’

Biological, brain, and behavioral sciences offer strong and growing support for the virtue ethics... more Biological, brain, and behavioral sciences offer strong and growing support for the virtue ethics account of moral judgment and ethical behavior in business organizations. The acquisition of moral agency in business involves the recognition, refinement, and habituation through the processes of reflexion and reflection of a moral sense encapsulated in innate modules for compassion, hierarchy, reciprocity, purity, and affiliation adaptive for communal life both in ancestral and modern environments. The genetic and neural bases of morality exist independently of institutional frameworks and social structures. The latter not only shape moral behaviors within circumscribed limits, they also imply a plurality and compartmentalization of roles which may enable or impede the habituation of virtue. Becoming a virtuous agent entails the practical refinement of predispositions in situ as a member of a community of practitioners rather than entailing a normative ethical educational project seeking an intellectual resolution of abstract moral questions.