Michael G. Pratt

Bio: Michael G. Pratt is an academic researcher from Boston College. The author has contributed to research in topics: Organizational identity & Organizational identification. The author has an hindex of 47, co-authored 93 publications receiving 15699 citations. Previous affiliations of Michael G. Pratt include Arizona State University & University of Illinois at Urbana–Champaign.

Constructing Professional Identity: The Role of Work and Identity Learning Cycles in the Customization of Identity Among Medical Residents

Abstract: Through a six-year qualitative study of medical residents, we build theory about professional identity construction. We found that identity construction was triggered by work-identity integrity violations: an experienced mismatch between what physicians did and who they were. These violations were resolved through identity customization processes (enriching, patching, or splinting), which were part of interrelated identity and work learning cycles. Implications of our findings (e.g., for member identification) for both theory and practice are discussed.

Exploring Intuition and its Role in Managerial Decision Making

Abstract: We review and reconceptualize “intuition,” defining intuitions as affectively charged judgments that arise through rapid, nonconscious, and holistic associations. In doing so, we delineate intuition from other decision-making approaches (e.g., insight, rational). We also develop a model and propositions that incorporate the role of domain knowledge, implicit and explicit learning, and task characteristics on intuition effectiveness. We close by suggesting directions for future research on intuition and its applications to managerial decision making. The human brain can be a magnificent synthesizer of disparate pieces of nebulous information, and often formal techniques and procedures thwart and inhibit this mysterious mechanism from operating efficiently (Raiffa, 1968: 272).

The Cultures of Work Organizations.

Abstract: 1. How and Why Organizations are Cultures. 2. The Substance of Organizational Cultures. 3. Cultural Forms. 4. Organizational Passages and Cultural Continuity. 5. Occupational Subcultures. 6. Other Subcultures in Organizations. 7. Leadership and Organizational Cultures. 8. Cultural Interchange Between Organizations and Environments. 9. Managing and Maintaining Organizational Cultures. 10. Changing and Creating Organizational Cultures.

Using Multivariate Statistics

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Seeking Qualitative Rigor in Inductive Research: Notes on the Gioia Methodology

Abstract: For all its richness and potential for discovery, qualitative research has been critiqued as too often lacking in scholarly rigor. The authors summarize a systematic approach to new concept development and grounded theory articulation that is designed to bring “qualitative rigor” to the conduct and presentation of inductive research.