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This paper aims to examine the relationship between the characteristics of strategic decision-making team’s mental model and its performance. The authors propose that the relationship between mental models and performance is two-way, rather than one-way. Thus, performance feedback should, in turn, influence strategic behavior and future performance by either triggering or hindering the learning process.

The authors conduct the research in the setting of a simulation experiment. A longitudinal data set was collected from 36 teams functioning as strategic decision makers over three periods.

This study provides support for the positive impacts of both the complexity and centrality of a team’s mental model on its performance. The authors also find that positive performance feedback reduces changes in complexity and centrality of team mental models due to cognitive inertia.

The study contributes to the literature by investigating the specific mechanisms that underlie mental model evolution. Different from the existing studies on team mental models that mainly focus on similarity of these shared cognitive structures, this study examines another two characteristics of team mental model, complexity and centrality, that are more relevant to the strategic decision-making process but has not been extensively studied in the team literature. In addition, this study reveals that performance feedback has different effects on team mental models depending on the referents – past performance or social comparison – which advances the understanding of the learning effects of performance feedback.

Theoretical generalisation provides the basis for tackling problems of service complexity, fragmentation and disrupted care pathways.

Recent mental health service transformation in Wales, United Kingdom, has been stimulated by a policy programme underpinned by person-centred recovery values. This paper offers analysis informed by the perspectives of Niklas Luhmann and other noted theorists to examine escalating service system complexity related to this transformation. Analysis builds upon the findings of a qualitative study employing thematic discourse analysis of talk of people with mental illness and associated workers.

In total, three themes were constructed in participants' talk: “Competing versions of recovery”, “Misaligned service expectations” and “Disrupted care pathways.” Recovery may be understood as a form of moral communication and autopoietic meaning-making activity, according to Luhmann's radical constructionist epistemology. This has the potential to generate competing versions of recovery, a key contributor to escalating complexity.

Findings could be developed further by continued investigation of the relationship between recovery implementation and service fragmentation.

A more judicious, balanced policy-implementation may cultivate optimal conditions for recovery pluralism by avoiding polarisation towards either top-down, policy-based recovery implementation or a proliferation of approaches at the grassroots level. Findings have implications for healthcare settings beyond the scope of mental healthcare, given the prevalence of person-centred care internationally.

A simplistic view of recovery implementation should be challenged. Recovery should not be considered a “magic bullet” for mental healthcare delivery. Haphazard recovery-implementation may have detrimental effects of escalating complexity, service fragmentation and disrupted care pathways.

The purpose of this paper is to investigate gender differences in the formation of mental models of firm strategies.

The specific research question is how gender, social interaction, team psychological safety and synergistic knowledge development influence certain characteristics – complexity and centrality – of an individual's mental model of firm strategies. A survey was conducted on a sample of US business students enrolled in strategic management courses. Social interaction, team psychological safety and synergistic knowledge development were measured by use of multiple‐item seven‐point Likert scales. Mental models were constructed by the causal mapping method. Hierarchical regression analyses were used to test the hypotheses.

The regression analyses of the survey data support most of the hypotheses. Gender directly influences complexity and centrality in mental models of firm strategies and moderates the predictive influence of social interaction on synergistic knowledge development.

Possible limitations are the use of a student sample and of respondents as the sole data source. Future research could use managers as research subjects and multiple data sources and explore other determinants of the mental model of firm strategies.

The findings alert university educators about the importance of helping women develop high‐order knowledge and problem‐solving skills by understanding various business functions and synthesizing diverse perspectives. Corporate managers need to design and implement special mentoring and training programs for women with the aim of enriching their specific management knowledge. This study also suggests that women may increase their chance of developing strategic knowledge by proactively networking with senior managers.

This study on gender differences in accumulating management knowledge and skills helps us better understand the roots of and solutions to the gender gap in management and leadership positions. The most intriguing result is the demonstration of gender differences in the development of specific management knowledge. Biases against women not only contribute directly to the “glass ceiling”; more disturbingly, they negatively influence women's internal development of knowledge structures.

Slaughter has proposed futures in which interior human development matches that of technological development as the best prospect for avoiding catastrophic collapse through overshoot of the Earth's carrying capacity. The purpose of this paper is to highlight the importance of the primary energy resource context in making sense of the prospects for such futures, and to consider how subtle changes to conceptual models for understanding the nature of human development can offer alternate pathways for proceeding in light of the fundamental limits this imposes.

Conceptual models for the relationship between energy and social complexity are reviewed, and proposals for connecting social complexity with interior human development are discussed. Popular models of interior human development are critiqued in light of recent clarifications relating to Integral Theory; and specific reconceptualisations are proposed.

Technological and interior human development are intimately linked. There are important interdependencies between energy and social complexity that must be taken into account in establishing expectations for the way that these realms might evolve together. This presents significant challenges for realising on a society‐wide scale development of the nature commonly associated with Integral Theory. However, alternative ways of conceptualising such development offer fresh opportunities for confronting the spectre of environmental and social breakdown.

The implications of models relating social complexity and resource context are extended to questions of human interior development; the unit of development is extended from the individual in relative isolation to the organism‐in‐environment.

Argues that hierarchical level is frequently not given enough consideration in analysing managerial jobs. Describes the qualitative differences existing at the various hierarchical levels in terms of time‐span, task complexity, and mental capabilities required. Specifically argues that the cognitive complexity required at senior managerial levels may be a liability at lower managerial levels where direct judgment and quick action are needed. Consequently, postulates an inverse “Peter Principle”. Elaborates on the implications of this inverse “Peter Principle” for management selection promotion and development of these hierarchical differences.

Stigma and discrimination towards people with mental health problems is a global issue, imposing a considerable public health burden in terms of social isolation, limited life chances, delayed help‐seeking behaviour and stress. While numerous initiatives have been undertaken to address these issues, an evidence base for what works is still emerging. This paper explores the impact of 15 population‐level awareness workshops delivered over a five‐month period to 137 participants. These were employees drawn from workplaces identified as being important in the day‐to‐day lives of people with mental health problems. Evaluation approaches maximised specificity, sensitivity and anonymity and they assessed participant knowledge, attitude and behaviour. The workshops significantly improved participant knowledge. Attitude change was more complex with an overall significant improvement in attitudes, particularly in relation to unpredictability and recovery, but not dangerousness, which had more positive baseline attitudes. Social distance, a proxy for behavioural intent, had significant improvements in relation to ‘moderate’ social contact only. Qualitative feedback indicated that complex, unanticipated and positive messages had been absorbed by participants and influenced beliefs and behavioural intent. Service user narratives focusing on recovery were identified as the most valuable component of the intervention.

The purpose of this paper is to provide theoretical insights into an imminent problem of knowledge management. Through the reflection on the impact of subjectivity in knowledge production, the object‐subject divide is to be analyzed.

The starting point is that knowledge management is far from being management of objective truth. The paper shows how the transformation of information and signals into knowledge is affected by mind sets and how these mind sets may differ according to individual and cultural parameters. This means that any kind of diversity finds its expression in cognitive diversity and finally also in knowledge diversity. This paper is based on a review of the literature in the field of behavioral economics and where it overlaps with economics and psychology.

The probability of misunderstanding increases the overlap of individual mindsets. Even if there are sophisticated technologies which support the management of knowledge, the knowledge product by itself can neither be managed nor effectively be controlled.

The theoretical discussion gives room for empirical testing, i.e. in experiments.

The value of knowledge management depends on the accuracy of data gathering, but the probability of misunderstanding increases the overlap of individual mindsets.

The paper looks critically at a management tool that tries to manage the most important resource in the company and which is too often considered as a merely technological challenge.

Despite the growing importance and complexity of modern supply chains, little scholarly attention has been devoted to cognitive processes in supply chain management (SCM). In particular, we know little about the structure of supply chain managers’ cognitive frames and how differences between frames affect sustainable supply chain management (SSCM).

Given the relative scarcity of the topic, this paper uses a conceptual approach. Building on prior literature from cognitive psychology and related areas, it develops ideal types of cognitive frames with which supply chain managers approach sustainability-related decisions.

This study first develops three ideal-type cognitive frames – unidimensional, hierarchical and paradoxical. This paper then shows that it makes a difference which one of these a supply chain manager holds when addressing issues related to sustainable supply. Thereafter, this study discusses the antecedents that can explain why a manager holds a particular cognitive frame.

This paper represents one of the first analyses of how the structure of a supply chain manager’s cognitive frame impacts their firm’s sustainable supply initiatives. Although developed with regard to SSCM, the arguments have implications for other management areas too, not least for the education of future SCM professionals.

Given their boundary-spanning role, attention to the cognitive processes of supply chain managers is crucial to understanding the conditions under which firms can address sustainability challenges in their supply chains.

Megaprojects are known as complex projects that involve high levels of uncertainty. This interpretive study explores and portrays perceived complexity in mega construction projects by lived experiences of project managers.

This study utilises a ground theory approach to analyse data gathered from semi-structured interviews with 18 professionals involved in 11 megaprojects.

Complexity in mega construction projects is defined as a project property that stems from the interaction of project features, uncertain variables/conditions, and managerial actions forming a pattern, which emerges over time, based on the reflections of construction practitioners.

This study defines complexity based on the reflections of the practitioners in the construction industry and uniquely identifies complexity patterns that may have implications for project management, particularly risk management.

In today’s world of heightened change, many individuals are suffering from a perceived loss of meaning and purpose in their lives, engendering a sense of spiritual desolation and impelling a spiritual quest. The work environment, so central to their existence, often contributes to the sense of desperation and thwarts individual growth. However, if management recognizes the potential for mutual benefit in the nexus of the individual’s spiritual odyssey and the structure of the organization, the organization’s contribution can be truly positive. The paper proposes an integration of the theoretical frameworks of Carl Jung and Elliot Jaques as a source of managerial insight into the process of individual spiritual growth within the context of the organization. With such perspective, management not only enhances its prospect for precluding the dysfunctional behavior of the spiritually bankrupt, but also enhances the organization’s capacity to foster heightened initiative and productivity from its members.