Dear Colleagues,

Vibrant research has evolved around the study of emotional and intuitive decision-making. In academia, several epistemic communities link wisdom to cognitive processes during decision-making, particularly intuition. Recent research on emotions in decision-making has developed our knowledge of using intuition in various organizational contexts. As a result, we have better understood the role intuitions play across sectors of the economy. However, despite the emergence of work that captures the power of intuition across cultures, little research looked at the intersection of cognitive processes of reflexivity and organizational dynamics.

Organizations with leaders that enter reflective processes can examine their governance patterns, procedures, and unquestioned beliefs, which threaten to attain sustainability transitions. Pandemics, injustice, natural disasters, and wars at our gates also call attention to the possible pitfalls of intuitive decision-making when decisions are biased and tainted by negative emotions. Refer to previous research on the repercussions of a 'hated self' in organizational roles; noticing that violence might be the result of our emotional detachment; or compassionate reactions to human sorrow in organizations.

Grand challenges are plenty. For Norway in particular, multiple stakeholders' interest in the ocean and its resources grows, and marine sustainability objectives are increasingly threatened. Norway is an example of an economy that relies heavily on the ocean to provide food, materials, and resources, to name a few. Climate change and biodiversity loss are further emotionally charged challenges.

As regards the ocean, despite concepts such as the blue economy that address the "sustainable use of ocean resources for economic growth, improved livelihoods, and jobs while preserving the health of ocean ecosystem", as well as the growing urgency to address climate change threats and impacts, there is the risk that human exploitation continues an acceleration of existing activities (such as shipping, fishing, and tourism) and the development of new ones (e.g., deep-sea mining, renewable energy, and geoengineering). Given decisional uncertainty, complexity, and conflicting times, organizing across societies and local communities calls for transdisciplinary approaches. Such wicked challenges call on further academia-practitioner exchange to raise potential in applying human wisdom in macro, meso, and micro decision-making. Wisdom studies of organizations consider human cognition as leading the way to leverage practitioners' expertise, knowledge, and skills amidst various organizational contexts. This track aims to open the pathways to local, national, and global grand challenges of our time with the help of intuitive wayfinding. We welcome empirical and theoretical papers that help advance the boundaries of knowledge in developing and applying intuitive and emotional decisions across a wide range of contexts, including but not limited to the myriad of challenges that affect societies and corporate organizations.

The contributions to this track are expected to focus on the interplay between:

• Grand challenges of organizations in our times related to decision-making, e.g., around natural resources like the ocean, climate, and biodiversity
• Individual/personal intuition and how they enable or constrain reorientation or redirect decision-making
• Group reflexivity stems from intuition as it can foster shared understanding and pathways of transformation of present organizational contexts by developing co-constructed research and decision-making processes
• Organizational reflexivity is based on leveraging human intuition as it can be fostered through interventions in the tradition of participatory action research to promote organizational learning
• Individual and group decision-making in dynamic and complex domains, including the training, development, and transfer of intuitive knowledge from experts to novices
• Factors that influence and/or inhibit decision-making effectiveness in volatile, uncertain, complex, and ambiguous (VUCA) environments, including the pitfalls to intuitive thinking in familiar and non-routine conditions

Dr. Frithiof Svenson and Dr. Justin Okoli
Guest Editors