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Making Sense of a Most Popular Metaphor in Management: Towards a HedgeFox Scale for Cognitive Styles

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  • Timo Meynhardt

    (HHL Leipzig Graduate School of Management, Jahnallee 59, 04109 Leipzig, Germany
    Center for Leadership and Values in Society, University of St. Gallen, Dufourstrasse 40a, 9000 St. Gallen, Switzerland)

  • Carolin Hermann

    (Center for Leadership and Values in Society, University of St. Gallen, Dufourstrasse 40a, 9000 St. Gallen, Switzerland)

  • Stefan Anderer

    (HHL Leipzig Graduate School of Management, Jahnallee 59, 04109 Leipzig, Germany
    Center for Advanced Studies in Management, HHL Leipzig Graduate School of Management, Jahnallee 59, 04109 Leipzig, Germany)

Abstract

Research on cognitive style has gathered momentum over the past 40 years, especially with respect to learning, problem-solving, and decision-making. This investigation adapts Tetlock’s hedgehog–fox scale for German-speaking respondents through three large-scale studies (n = 17,072) and examines the influence of cognitive style on employees’ public value assessments of their employing organizations. Our data led us to propose a revised and more economical HedgeFox Scale. In contrast with Tetlock’s findings, our results provide empirical and theoretical arguments for a two-factor structure. This shift in dimensionality affects the nature of the construct and aligns hedgehog–fox research with the latest developments in cognitive style research. Our results contribute to the ongoing interest in the dimensionality of cognitive styles and support the call for a more diverse picture. Finally, we provide recommendations for individuals and organizations.

Suggested Citation

  • Timo Meynhardt & Carolin Hermann & Stefan Anderer, 2017. "Making Sense of a Most Popular Metaphor in Management: Towards a HedgeFox Scale for Cognitive Styles," Administrative Sciences, MDPI, vol. 7(3), pages 1-23, September.
    • Handle: RePEc:gam:jadmsc:v:7:y:2017:i:3:p:33-:d:111595
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    References listed on IDEAS

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    1. Peter Gomez & Timo Meynhardt, 2012. "More Foxes in the Boardroom: Systems Thinking in Action," Springer Books, in: Stefan N. Grösser & René Zeier (ed.), Systemic Management for Intelligent Organizations, edition 127, chapter 0, pages 83-98, Springer.
    2. James P. Walsh, 1995. "Managerial and Organizational Cognition: Notes from a Trip Down Memory Lane," Organization Science, INFORMS, vol. 6(3), pages 280-321, June.
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    4. Sebastian Raisch & Julian Birkinshaw & Gilbert Probst & Michael L. Tushman, 2009. "Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance," Organization Science, INFORMS, vol. 20(4), pages 685-695, August.
    5. Rebecca LeFebvre & Volker Franke, 2013. "Culture Matters: Individualism vs. Collectivism in Conflict Decision-Making," Societies, MDPI, vol. 3(1), pages 1-19, March.
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