Search results
1 – 10 of over 1000Anne Sigismund Huff, Frances J. Milliken, Gerard P. Hodgkinson, Robert J. Galavan and Kristian J. Sund
This book on uncertainty comprises the initial volume in a series titled “New Horizons in Managerial and Organizational Cognition”. We asked Frances Milliken and Gerard P…
Abstract
This book on uncertainty comprises the initial volume in a series titled “New Horizons in Managerial and Organizational Cognition”. We asked Frances Milliken and Gerard P. Hodgkinson, two well-known scholars who have made important contributions to our understanding of uncertainty to join us in this opening chapter to introduce this project. The brief bios found at the end of this volume cannot do justice to the broad range of their contributions, but our conversation gives a flavor of the kind of insights they have brought to managerial and organizational cognition (MOC). The editors thank them for helping launch the series with a decisive exploration of what defining uncertainty involves, how that might be done, why it is important, and how the task is changing. We were interested to discover that all five of us are currently involved in research that considers the nature and impact of uncertainty, and we hope that readers similarly find that paying attention to uncertainty contributes to their current projects. Working together, we can advance understanding of organizational settings and effective action, both for researchers and practitioners.
Details
Keywords
Kengo Nawata, Hiroyuki Yamaguchi and Mika Aoshima
This study aims to examine how daily communication and transactive memory systems (TMSs) promote implicit team coordination, meaning when team members cooperate smoothly without…
Abstract
Purpose
This study aims to examine how daily communication and transactive memory systems (TMSs) promote implicit team coordination, meaning when team members cooperate smoothly without engaging in explicit communication, in organizations. In TMSs, members share knowledge of who-knows-what with one another.
Design/methodology/approach
A survey was conducted with 216 teams consisting of 1,545 people in three organizations. The relationships among daily communication, TMSs and implicit coordination in the survey data and in team performance were analyzed using multi-level structural equation modeling.
Findings
Results confirmed a significant influence process model in which “daily communication → TMS → implicit coordination → team performance” at the team level. Therefore, as hypothesized, implicit coordination is positively related to team performance and daily communication has a positive relationship with implicit coordination through mediation by TMSs.
Originality/value
This study demonstrated the evidence of the relation between implicit coordination, TMS, team performance in organizational settings by using multi-level structural equation modeling.
Details
Keywords
Jandre J. van Rensburg, Catarina M. Santos and Simon B. de Jong
An underlying assumption in the shared mental model (SMM) literature is that SMMs improve whilst team members work together for longer. However, whether dyad members indeed have…
Abstract
Purpose
An underlying assumption in the shared mental model (SMM) literature is that SMMs improve whilst team members work together for longer. However, whether dyad members indeed have higher perceived SMMs with higher shared tenure has not been explored. This study aims to, therefore, firstly, investigate this idea, and we do so by focusing on perceived SMMs at the dyadic level. Secondly, because in today’s fast-paced world perceived SMMs often need to be built quickly for dyads to perform, we assess if goal interdependence can reduce the dyadic tenure required for higher perceived SMM similarity. Thirdly, we analyse if these processes are related to dyadic performance.
Design/methodology/approach
We collected a dual-source sample of 88 leader–member dyads across various industries. We conducted PROCESS analyses to test their first-stage moderated mediation model.
Findings
Results showed that dyadic tenure was positively related to perceived SMM similarity, and that goal interdependence moderated this relationship. Additionally, perceived SMM similarity mediated the relationship between dyadic tenure and dyadic performance. Lastly, the overall moderated mediation model was supported.
Originality/value
We contribute to the perceived SMM literature by: investigating perceived SMMs in dyads, testing a key idea regarding the influence of dyadic tenure on perceived SMMs and investigating how goal interdependence may prompt perceived SMM similarity earlier in dyadic tenure and, ultimately, improve dyadic performance.
Details
Keywords
Petru Lucian Curseu and Helen Pluut
This paper aims to test the influence of external information search (EIS) on knowledge elaboration and group cognitive complexity (GCC) under the moderating effect of absorptive…
Abstract
Purpose
This paper aims to test the influence of external information search (EIS) on knowledge elaboration and group cognitive complexity (GCC) under the moderating effect of absorptive capacity (AC is indicated by prior knowledge base and gender diversity).
Design/methodology/approach
The results of three studies (one field study and two experimental studies) are reported. The first study tests the interaction between EIS and the two dimensions of AC on group knowledge elaboration in a sample of 65 organizational groups. In the second study, EIS was directly manipulated and the interaction with AC in a sample of 65 groups was tested. In the last experimental study, the AC of the boundary spanner (highest level of expertise versus lowest level of expertise) was manipulated and the effects of EIS in a sample of 37 groups were tested.
Findings
The first study reveals a significant interaction between EIS and prior knowledge base on knowledge elaboration and points toward a compensatory interplay of EIS and AC on GCC. The results of the second study indicate that EIS increases the time spent on task, as well as the efficiency of knowledge integration (GCC per unit of time). Furthermore, EIS has the strongest positive effect on GCC in groups in which at least one of the AC dimensions is average or high. The results of the last study show that the AC of the boundary spanner compensates for the lack of absorptive capacity of the group and also show that the cognitive distance between the boundary spanner and the rest of the group has a negative influence on the efficiency of knowledge integration in groups.
Research limitations/implications
The limitations of Study 1, common to non-experimental research (related to causality), are dealt with in the second and third studies that establish causality between EIS and GCC.
Practical implications
The paper has important implications for the management of information search effort in organizational groups, in particular the groups are advised to: engage in EIS to increase their cognitive repertoire and cognitive complexity, delegate, when possible, their most competent members to engage in boundary spanning activities as they will maximize the cognitive benefits of EIS and finally minimize the cognitive dissimilarity between the boundary spanner and the rest of the group to facilitate the effective integration of novel insights into the group cognition.
Originality/value
This study is among the first empirical attempts to uncover the causal effect of EIS on knowledge elaboration and GCC in groups and to uncover the role of the boundary spanner in the EIS efforts.
Details
Keywords
Federico P. Zasa, Roberto Verganti and Paola Bellis
Having a shared vision is crucial for innovation. The purpose of this paper is to investigate the effect of individual propensity to collaborate and innovate on the development of…
Abstract
Purpose
Having a shared vision is crucial for innovation. The purpose of this paper is to investigate the effect of individual propensity to collaborate and innovate on the development of a shared vision.
Design/methodology/approach
The authors build a network in which each node represents the vision of one individual and link the network structure to individual propensity of collaboration and innovativeness. During organizational workshops in four multinational organizations, the authors collected individual visions in the form of images as well as text describing the approach to innovation from 85 employees.
Findings
The study maps individual visions for innovation as a cognitive network. The authors find that individual propensity to innovate or collaborate is related to different network centrality. Innovators, individuals who see innovation as an opportunity to change and grow, are located at the center of the cognitive network. Collaborators, who see innovation as an opportunity to collaborate, have a higher closeness centrality inside a cluster.
Research limitations/implications
This paper analyses visions as a network linking recent research in psychology with the managerial longing for a more thorough investigation of group cognition. The study contributes to literature on shared vision creation, suggesting the role which innovators and collaborators can occupy in the process.
Originality/value
This paper proposes how an approach based on a cognitive network can inform innovation management. The findings suggest that visions of innovators summarize the visions of a group, helping the development of an overall shared vision. Collaborators on the other hand are representative of specific clusters and can help developing radical visions.
Details
Keywords
Pascal Dussart, Lise A. van Oortmerssen and Bé Albronda
The purpose of this paper is to provide insights into cross-functional team (CFT) members’ points of view on knowledge integration.
Abstract
Purpose
The purpose of this paper is to provide insights into cross-functional team (CFT) members’ points of view on knowledge integration.
Design/methodology/approach
This study was conducted using Q methodology. The 22 respondents were members of CFTs in information systems development within 7 agencies of the Flemish Government administration.
Findings
The study resulted in three distinct perspectives. To the CFT player, the benefits and added value of information and knowledge diversity of CFTs outweigh the challenges of knowledge integration. By contrast, the CFT sceptic is doubtful that knowledge integration in CFTs can ever work at all. Finally, the organization critic highlights the lack of support from the organization for efficient and effective knowledge integration in CFTs.
Research limitations/implications
The findings of this study suggest that CFT configurations have important implications for the development of shared team mental models and for teams’ cognitive performance.
Practical implications
Making CFT members aware of their peers’ mental models, ways of working and priorities could help strengthen knowledge integration. To improve knowledge integration in teams, managers should reduce knowledge boundaries that are the result of organizational structuring and power play between departments.
Originality/value
By focusing on daily experiences with knowledge integration, this study reveals that members of CFTs in information systems development hold contrasting perspectives on, and diverging attitudes towards, knowledge integration.
Details
Keywords
Sabina Bogilović, Guido Bortoluzzi, Matej Černe, Khatereh Ghasemzadeh and Jana Žnidaršič
The purpose of this paper is to extend current discussion on the drivers of innovative work behavior (IWB) by exploring how individual perceived diversities (visible dissimilarity…
Abstract
Purpose
The purpose of this paper is to extend current discussion on the drivers of innovative work behavior (IWB) by exploring how individual perceived diversities (visible dissimilarity and cognitive group diversity) and climates (team/clan and innovative/entrepreneurial) impact IWB.
Design/methodology/approach
Data had been collected from a cross-national study of working professionals (n = 584) from five different cultural contexts.
Findings
Findings of this study indicated that cognitive group diversity mediated the negative relationship between visible dissimilarity and IWB. Further, both innovative/entrepreneurial and team/clan climates moderated the relationship between visible dissimilarity and cognitive group diversity. Such a moderation effect reduced the negative effect that visible dissimilarity had on IWB.
Research limitations/implications
A cross-sectional single-source data set.
Practical implications
From a managerial perspective, climates (team/clan and innovative/entrepreneurial) are central for IWB in the diverse (visible and cognitive) working environment. Thus, organizations should pay attention to create a climate (team/clan or/and innovative/entrepreneurial) that reduces the negative impact of perceived diversity in the working environment while supporting IWB.
Originality/value
This study is the first of its kind that is based on social categorization theory, empirically examining how different types of diversity (visible dissimilarity and cognitive group diversity) simultaneously reduce individuals’ IWB. Furthermore, this paper provides insights that climates (team/clan and innovative/entrepreneurial) are crucial for IWB in the diverse working environment.
Details
Keywords
Chockalingam Viswesvaran, Deniz S. Ones and Jessica Mesmer-Magnus