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Characteristics of leaders whose behaviour is visceral include taking action based on instinct rather than intellect and exhibiting coarse, base and often negative emotions. Despite the challenge of precisely defining the nature of visceral behaviour, the purpose of this paper is to provide insight into this less attractive side of boardroom life.

Following a literature review of the research into the negative behaviour leaders exhibit, the paper highlights four forms of visceral behaviour based on focused and intimate qualitative case studies involving the experiences of those on the receiving end of that behaviour within a boardroom context.

Based on interviews with an international sample of five chief executive officers (CEOs), plus three subordinates with substantial profit and loss responsibility, the study reveals a distinctly human experience from which no one is exempt. The idiosyncratic nature of the visceral behaviour experienced resulted in each study participant's unique experience. The authors conclude that leaders need to adopt specific measures in order to control and reduce the darker human tendencies.

The experiences of study participants are presented in four case studies, providing insight into their experiences whilst also protecting their identity. The study participants were drawn from a sample of companies operating globally within a single sector of the manufacturing industry. The concepts the authors present require validating in other organisations with different demographic profiles.

The paper presents a model based on two dimensions – choice and level of mastery – that provides the reader with insight into the forms of visceral behaviour to which leaders succumb. Insight enables us to offer managers strategic suggestions to guard against visceral behaviour and assist them in mitigating its worst aspects, in both those with whom they work and themselves.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The global financial crisis has renewed the drive for passionate leaders who can build winning teams and achieve great results for their organization. However, visceral behaviors or “passion” have historically been viewed as destructive to decision making. With this in mind, in their work “Visceral behaviors and leadership: a dark side of boardroom life?”, Geoff Shear, Nada Kakabadse and Andrew Kakabadse explore the visceral behavior of senior managers and its impact on boardroom dynamics.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

The purpose of this paper is to review intuition in the context of organizational change. The authors argue that intuition as a concept requires attention and its formulation is necessary prior to its application in organizations. The paper provides a critique of dual process theory and highlights shortcomings in organization theorizing of intuition.

The paper is conceptual and provides in-depth theoretical discussions by drawing from the literature on decision and intuition in the context of organizational change.

Investigating whether dual process theory is sufficiently clear, the authors found ambiguity. Specifically, the current definition provided by Dane and Pratt is not clear in terms of its four sections: the consciousness of non-conscious processing, involving holistic associations, that are produced rapidly, which result in affectively charged judgments. Finally, the authors note that the evolutionary perspective is missing and they provide foundational concepts for such a perspective, including the discussion of information templates, memes and genes, as argued by research, condition intuition.

The paper finds that an evolutionary perspective develops a picture of intuition as an adaptive resource. This evolutionary perspective is currently absent in research and the authors provide foundational concepts for such a perspective. They propose specific arguments to highlight the evolutionary perspective.

This study aims to explore the phenomenon of visceral food pleasure, described as a unitary experience that, after an initial sense of pleasure and relief generated by the satisfaction of eating impulses, is followed by negative feelings – such as guilt and worry – linked to the consumption of hedonic or unhealthy foods.

An exploratory approach has been adopted. In particular, the critical incident technique among 87 individuals has been used to extract insights about visceral food pleasure.

Contrary to previous research results, this study shows that viscearl food pleasure is not a unitary phenomenon, identifying four types of different facets, two of which have a negative valence in terms of felt emotions post-consumption and psychological well-being (i.e. the “greedy” and the “maladaptive” experiences). More importantly, the other two facets are associated with positive consequences in terms of emotions felt post-consumption and perceived psychological well-being (i.e. the “social” and the “fair sin” experiences).

Companies that provide food experiences can prime meanings that influence consumers’ perceptions of the episode to elicit positive emotions post-consumption and psychological well-being.

Promoting a more holistic view of food consumption and psychological well-being can free consumers from negative emotions during food consumption episodes. Priming a particular meaning can be a way to do that. However, as visceral experience can still lead to health issues, this must be combined with an education process that makes consumers aware of their food habits.

This research challenges the idea that visceral food experiences are always negative. Indeed, when associated with particular meanings (i.e. social and reward), they have a positive valence post-consumption.

In this essay, two purposes are of importance. One is to frame anti consumption as a social marketing issue on micro and macro levels. The second is to set forth dance as a persuasive element in anti consumption social marketing strategy, which heretofore has been under utilized and under theorized.

This essay draws from relevant existing literature in social marketing and builds and extends dance theory in television ads to conceptualize dance as a viable consumer culture aesthetic in anti consumption social marketing campaigns.

Effectively employing dance images in anti consumption social marketing campaigns may contribute to redesigning of the self-image and identity of consumers. Moreover, through linkages of positive behaviors to dance celebrations and rituals, aligned with an overall social marketing campaign, dance may facilitate reduction of negative consumption behaviors.

Social marketers’ strategic success in high involvement behavior change depends in part on the target audience’s favorable response to message processing. The social marketing field encompasses a variety of such behaviors that if changed, improves both society as a whole, and the lives of individuals.

There are three aspects of value and originality in this contribution. They include forwarding anti consumption as a social marketing issue in consumer culture; theorizing dance as a somato-visceral and kinesthetic approach to anti consumption social marketing behavior change; and demonstrating dance as a positive persuasive element that can reside within the boundaries of social marketing ethics.

Food waste has strong ecological, economical and social implications. Focusing on waste perceptions and behavior according to food types, this paper aims to propose that vice or virtue food categories determine cognitive and behavioral reactions to food waste. The authors examine the psychological mechanism underlying the differential waste perceptions and behavior.

The authors conduct five studies, including a field study, to provide converging evidence that supports this theorization.

This study demonstrates that consumers feel that trashing vice food is more wasteful than trashing virtue food. They are less willing to waste vice food and more comfortable with wasting virtue food. Consequently, they waste more virtue than vice foods. The authors demonstrate that counterfactual thinking explains the food type effect on waste.

This paper provides a conceptual framework for understanding and explaining food waste perceptions and behavior across vice and virtue food categories. This paper identifies counterfactual thinking as underpinning the psychology of waste perceptions and behaviors. The findings extend the growing research on subconscious and unintentional food waste, the food consumption literature and the psychology of waste literature.

The differential waste perceptions and behavior provide several implications for waste interventions and consumer education. By expanding theories of consumer food waste, this paper provides material for educational campaigns aimed at reducing waste and improving healthful eating.

Consumers can benefit from understanding their tendency to avoid wasting vice foods but will waste virtue foods with little compunction. Waste aversion may be a reason people consume vice foods beyond satiation. Consumers may overconsume vice foods because they are so acutely averse to wasting them, with detrimental consequences for health and welfare.

To reduce consumer food waste, one must gain deeper insights into factors shaping consumer food waste perceptions and behavior. Food waste studies have been increasing but have overlooked the power of consumer perceptions in driving food waste consequences. To the best of the authors’ knowledge, no prior study has examined how food type affects waste perceptions and behavior. This research fills this gap.

The purpose of this paper is to investigate how matching an ad’s empty space color specifically to that of the advertised product’s color (instead of leaving it white) impacts consumers’ product buying impulse. It tests two competing hypotheses, where the salience explanation proposes a positive effect of empty space–product color matching on product buying impulse, while the contrast account predicts an opposite effect.

Data was gathered from US-based MTurk panelists under three experimentally designed studies. The proposed effects were tested across multiple product categories, colors and online advertising formats. Qualitative responses from experienced marketing executives were also assessed for managerial insights.

Across all studies, findings reveal that using a product-colored (vs white) empty space in an ad increases consumers’ product buying impulse, favoring the salience rather the contrast explanation. Increased ad salience owing to an enhanced exposure to product color (an important sensory aspect), in turn improving the product’s hedonic appeal work as serial processes explaining this effect.

This research is not only the first to investigate the effects of using colored empty space (where limited prior research has only focused on white empty space), but also the first to study its impact on impulse buying intentions. Counter to prior advertising research which suggests using greater contrast by using white empty space to achieve positive effects, this research empirically tests and finds that using a product-colored empty ad space instead has a positive impact on product buying impulse.

In this chapter we examine some possibilities of using computer simulation methods to model the interaction of affect and cognition in organizations, with a particular focus on agent-based modeling (ABM) techniques. Our chapter has two main aims. First, we take stock of methodological progress in this area, highlighting important developments in the modeling of affect and cognition in other fields, including psychology and economics. Second, we outline how ABM in particular can help to advance managerial and organizational cognition by building and testing theoretical models predicated on the interaction of affect and cognition. We argue that using ABM for this purpose can improve the level of specificity of cognitive and affective concepts and their interrelationships in organizational theories, yield more behaviorally plausible models of behavior in and of organizations, and deepen understanding of the generative behavioral mechanisms of multi-level organizational phenomena. We highlight possibilities for using ABM to model affect–cognition interactions in studies of mental models, collective cognition, diversity in work groups and teams, and organizational decision-making.