Carolin Hermann

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.

In the field of business and management, research on cognition has increased over the last 40 years (Armstrong, Cools & Sadler-Smith, 2012). It gathered momentum, especially in the context of learning, problem solving, and social behavior (Riding & Sadler-Smith, 1997; Chan, 1996; Armstrong & Priola, 2001). A popular example of individual style differences goes back to Tetlock (2005). Based on Isaiah Berlin’s interpretation of the hedgehog-and-fox metaphor, Tetlock studied how cognitive styles influence political expert decision making. He proposed a one-dimensional Hedgehog-Fox Factor that turns the dichotomy into the two poles of a measurement continuum. Our study’s objective is to adapt and validate Tetlock's Hedgehog-Fox Scale to measure the cognitive styles by means of three studies in Germany and Switzerland (N = 4483; N = 5052; N = 7537). Our data lead us to propose a revised and more economic HedgeFox Scale (HFS). However, and in sharp contrast to Tetlock’s findings, the current study provides methodological and theoretical arguments for a two-factor structure. This shift in the dimensionality not only affects the very nature of the construct in question, but also contributes to a recent discussion on cognitive styles’ very structure. Especially for the use in business and management, the HedgeFox-Scale is a convenient instrument to assess cognitive style differences in decision-making processes.

Public administrations are required by law to contribute to society, thus obliged to shape the common good. What value they have to society is uncovered by their public value. This chapter provides an approach to public value management that is relevant for organizations, NGOs, and governmental institutions, in order to systematically investigate their contributions to society. Previous work on public value serves as a good starting point, providing significant public value perspectives. We follow this by a conceptual delineation of the public value concept according to Timo Meynhardt, who roots the notion of value in psychological needs theory and thereby links public value directly to a conditio humana. As cases in point, we identify and discuss two management tools, the Public Value Scorecard (PVSC) and the Public Value Atlas. We conclude with a short reflection on how public value can advance public sector management.

The metaphor of the hedgehog and the fox is frequently used in management practice to describe fundamental differences in information processing. Empirical evidence indicates that simple categorizations fall short and hybrid forms are possible - individuals can show tendencies towards fox-like as well as hedgehog-like characteristics. [http://dialoguereview.com/think-like-hedgehog-fox-timo-meynhardt-carolin-hermann-stefan-anderer/]

Managers might refute public criticism of their business as an attitude of taking everything for granted in a saturated society, but ignoring Public Value aspects can threaten the success of new products and even the survival of entire firms.