Cognitive Style and its Relevance for Management Practice

This review paper addresses some of the semantic issues associated with the nature of cognitive style, identifies some of the most often cited dimensions of cognitive style, examines ways in which these styles can be classified and considers the implications of cognitive style for management practice.     

THE USES OF BUSINESS GAMING IN EDUCATION AND LABORATORY RESEARCH*

This paper reports an empirical investigation of business gaming in education and research. Subjects were approximately 200 junior and senior undergraduate students who were assigned to seven-man teams on the basis of scores on the Least Preferred Co-worker (LPC) leadership style questionnaire, and who played the Marksim business game during one academic semester. Relationships were explored between post-game perceptions of the game, team atmosphere and the leader, combinations of congruent and incongruent leadership styles, and measures of team performance. Also explored were relationships between several predictor variables (including grade point average) and measures of team performance. The results were generally disappointing in regard to business gaming as an educational tool. However, it seems that business gaming may hold promise for laboratory research in the behavioral sciences. The results of this investigation suggest that relationship-oriented and task-oriented leadership styles and combinations of these styles within hierarchically structured groups affect members' perceptions of the task and other aspects of the task environment but do not affect group performance, at least directly. These results may have significance for those interested in organizational design and the selection and development of leaders for first and second-level managerial positions.     

Knowledge management based collaboration moderator services to support SMEs in virtual organizations

Abstract

Collaboration Moderator Services (CMS) are discussed as a Knowledge management service for SMEs operating in a virtual organization (VO). In this research, a CMS supports the pre-creation stage of a VO by quickly identifying potential business opportunities and collaborative partners. Text mining techniques are used to analyze calls for tender documents based on the competencies and areas of interest stored in the shared information about companies in a collaboration pool. A case study of UK-based SMEs demonstrates the application of text mining as a knowledge discovery tool, supporting SMEs at the pre-creation stage of a VO. Results show that text mining can be used to (1) identify possible business opportunities for SMEs in the collaborative network (2) Indicate potential collaborations between pairs of SMEs using link analysis and (3) Raise awareness of business opportunities and possible SME partners for multi-enterprise collaborations using a dimensional matrix.     

A stratified system of knowledge and knowledge icebergs in cross-cultural business models: Synthesising ontological and epistemological views

Because the lack of consensus on defining knowledge, coupled with its associated knowledge iceberg phenomenon, is a key barrier to effectively managing dispersed knowledge in the Internet-driven cross-cultural business model (CBM), we synthesised an ontological and epistemological understanding with the view of existential phenomenology, proposing a “dynamic hierarchical system of knowledge” and three primary knowledge iceberg archetypes as metaphors of cognitive variances in this context. Theoretically, this integrative perspective enriches the philosophical grounds of knowledge by transcending individual subjectivity to achieve a universal understanding of the objectivity of knowledge, thus contributing to the literature at the intersection of international business and knowledge management domains. It also responds to the calls for addressing larger, urgent problems by associating the social phenomena of reality to theoretical development. From a practical standpoint, this research is instrumental in enabling international leaders and managers to identify the cultural impediments to fulfilling their knowledge management objectives in CBMs.     

Managerial challenges of Industry 4.0: an empirically backed research agenda for a nascent field

The increasing intelligence of products and systems, their intra-company cross-linking and their cross-company integration into value creation networks is referred to as Industry 4.0. Academics and practitioners, largely agreeing on the global importance of this proclaimed industrial revolution, have published many contributions on the topic. Research, however, is rather focused on investigating single technologies in quite specific application domains and largely neglects the profound managerial challenges underlying Industry 4.0. Given the recent plea for a more active contribution from the management science community, we strive to establish Industry 4.0 as a challenging but promising field for management research, and aim to assist scholars in engaging with the topic. Therefore, we first gather and analyze extant contributions by means of a systematic literature review and synthesize the information gained into 18 managerial challenges of Industry 4.0 falling into six interrelated clusters: (1) strategy and analysis, (2) planning and implementation, (3) cooperation and networks, (4) business models, (5) human resources and (6) change and leadership. Considering that Industry 4.0 is still an emerging topic and publications may therefore not always be found in highly ranked journals, we aimed to increase the confidence in our findings and triangulated our data by conducting an online survey of industry experts and academics that allows us to qualify the identified challenges in terms of importance and future research need. On this basis, we present an empirically backed research agenda and suggest fruitful avenues for future research in three basic categories: practice-enhancing research, knowledge-enhancing research, and high-impact research.     

Explaining ambidextrous leadership in the aerospace and defense organizations

Researchers have increasingly been using the term of organizational ambidexterity to denote the simultaneous use of exploration and exploitation in organizations. Exploration refers to innovation, whereas exploitation addresses cost efficiency. However, despite the plethora of research output on ambidexterity, very few studies are actually providing insights into what specific behaviors and leadership styles accomplish ambidexterity and how organizational constraints influence ambidextrous leadership. In this research, we aim to explain the key properties of ambidextrous leadership, where we propose that ambidexterity is most efficiently promoted by ambidextrous leaders who combine two leadership styles: transformational leadership and transactional leadership. In our study, we associate transformational leadership to exploration, whereas transactional leadership is linked to exploitation. We conduct a research on ambidextrous leadership in the aerospace and defense organizations while also taking into account how organizational structure and environmental dynamism impact leadership styles. The results of our research reveal that both leadership styles are present at the senior management level. Top management, however, mostly uses transactional leadership in part because of structural and environmental constraints while also employing some limited form of transformational leadership style. Therefore, our study concludes that in this particular field the ambidextrous leaders are primarily focused on exploitative activities, while only a limited amount of their time is being allocated on exploration-oriented objectives.     

COGNITIVE STYLE AND THE USEFULNESS OF INFORMATION*

The desirability of a merger/acquisition alternative depends in part on the perceptions of the decision maker. What sources of information are “useful” to the decision maker & Does the set of useful information remain constant for all decision makers; if not, do individuals using similar information sets have similar information processing characteristics? Do these sets vary as feedback is obtained during the decision process? To answer these questions, graduate students participated in a modified Delphi experiment, and the resulting data were analyzed by the two-way aligned-ranks nonparametric test. These test results affirm that in a merger/acquisition scenario, decision makers with different cognitive styles prefer different sets of information and these sets vary dynamically as feedback is incorporated in the decision-making process. Furthermore, information that contains worker and community welfare considerations is identified as “useful” five times more frequently by decision makers with a “feeling” cognitive style than those with a “thinking” style.     

REALIZATION OF THE VIRTUAL ENTERPRISE PARADIGM IN THE CLOTHING INDUSTRY THROUGH E‐BUSINESS TECHNOLOGY

This paper presents a methodology and a case study for supply chain management in the clothing industry that makes extensive use of the virtual enterprise paradigm. The main research goal was to design and implement a prototype e‐business software component and carry out tests in several industrial users. The research effort resulted in the extended production data management system (epms), which supported the business processes of customer order management, subcontractor selection, and multi‐site/multi‐firm production orders release. The enablers of this software application were business‐to‐business (b2b) e‐commerce technologies in the operating context of application service providers (asps).     

电子商务运作模式及其战略的比较

近年来,电子商务被商家视为一种获取竞争优势和拓展市场能力的重要手段.本文以电子商务运作的理论研究和实证应用为基础,将电子商务运作和企业网络化连接的模式归纳为主要两种类型层级式网络连接模式和电子化市场网络连接模式,并分别从战略动机、网络化组织形态、网络控制点、交易类型、商品或服务的复杂性、交易双方的关系、信息的搜索和监控成本、客户忠诚度、价值观念、价值链形态、客户转移成本、电子网络的作用等方面对上述两种类型的电子商务策略及其运作模式进行了比较,就此提出两种不同模式下网络化组织运作的战略框架.     

What Influences Business Academics’ Use of the Association of Business Schools (ABS) List? Evidence From a Survey of UK Academics

The development of the Association of Business Schools (ABS) list in 2007 and its rapid adoption by UK business schools has had a profound effect on the nature of business and management academics’ ways of working. Using a large‐scale survey of UK business academics, we assess the extent to which individuals use the Academic Journal Guide (AJG/ABS) list in their day‐to‐day professional activities. In particular, we explore how their perceptions of the list, the academic influence of their research, academic rank and organizational context drive the varied use. Building on prior research on the importance of univalent attitudes in predicting behaviour, we find those who have either strong positive or negative views of the list are more extensive users than those who are ambivalent. We also find that the extent of use of the AJG/ABS list is greatest among those academics who have lower academic influence, in the middle or junior ranks within business schools and in middle and low‐status universities. We explore the implications of these findings for the value of journal rankings and for the management of business schools.     

Exploring the Effects of the Privacy‐Handling Management Styles of Social Networking Sites on User Satisfaction: A Conflict Management Perspective

The issue of consumer information privacy, arguably the most substantial and persistent problem confronting e‐commerce companies in general and online social networking service providers in particular, often results in unsatisfied customers. Researchers have investigated privacy from various perspectives and in a multitude of settings, yet there have been few attempts to understand privacy versus satisfaction, particularly from the perspective of conflict management. Because users’ privacy can be negatively affected by social networking sites (SNSs), this study focuses on the privacy conflicts between SNSs and their users. Drawing on conflict management theory, this article investigates the effects of different conflict management styles exhibited by an SNS on users’ satisfaction with its privacy practices, which then affects their intention to disclose personal information. The SNS examined in this study is Facebook, the most popular SNS with the largest number of users. Data were collected using an online survey and were analyzed using structural equation modeling. The results suggest that the two cooperative conflict management styles demonstrated by the SNS—accommodating and problem‐solving—positively affect users’ satisfaction with the privacy practices of the SNS both directly and indirectly through perceived privacy risk control. With regard to uncooperative styles, an avoiding style negatively affects user satisfaction directly, whereas an asserting style negatively affects user satisfaction indirectly through perceived privacy risk. The results also support that satisfaction is positively related to intention; users who are satisfied with the privacy practices of SNSs are more willing to disclose personal information than unsatisfied ones.     

Styles of Managerial Creativity: A Comparison of Adaption-Innovation in the United Kingdom,Australia and the Unites States1

Kirton has proposed that creative styles form a continuum from the most adaptive (implying a preference for solving problems through incremental improvement with the system) to the most innovative (preference for restructuring the system in order to solve the problem). This dimension of creative style has traditionally been measured by the Kirton adaption-innovation inventory (KAI), a 32-item measure that contains three factors: sufficiency vs. proliferation of originality, efficiency and rule-conformity. Studies of mid-career MBA students in the United Kingdom, Australia and the United States indicate that members of the more externally orientated managerial functions (such as marketing and strategic planning) score more innovatively than more internally orientated managers (e.g. in production management, accounting and quality control). However, the research shows that within each of the major functional areas of management, relatively internally orientated and relatively externally orientated management groups can be identified; moreover, the latter score significantly more innovatively than the former. The paper discusses the relevance of these findings to the management of change in organizations (especially in view of recent claims that all managers must embrace and cope with radical and turbulent change), and for the composition and management of effective task groups. Recent criticism has alleged that abridged measures of the KAI (consisting respectively of 20 and 13 of its items) provide more coherent and orthogonal subscales, and that use of the factors comprising adaption-innovation would elucidate managerial behaviour. These propositions are tested by employing all three versions of the KAI in the analysis. The results lead to the conclusion that the three versions of the KAI produce identical results with respect to the creative styles of managerial functions and subfunctions and that the use of the subscales adds little, if anything, to our understanding of managerial creativity.     

The effect of cognitive diversity on the illusion of control bias in strategic decisions: An experimental investigation

By integrating cognitive diversity into debiasing literature, this paper contributes towards opening the black box of executive judgment. Based on information processing theory we investigate the role of cognitive diversity in strategic decision making. We apply a vignette-based experimental research design to examine the effect of cognitive diversity in teams on decision maker's illusion of control. The results of these experiments provide evidence for a positive influence of high cognitive diversity for debiasing judgment while similarly indicating no such effect for groups with low cognitive diversity. These findings suggest that group composition aspects can play an important role for improving judgment in decision making teams and open promising new avenues for studying debiasing in behavioral strategy research.     

A review of RFID technology and its managerial applications in different industries

Radio frequency identification (RFID) is an emerging technology that is increasingly being used in supply chain management. RFID technology plays an important role in supporting logistics and supply chain processes because of their ability to identify, trace and track information throughout the supply chain. The technology can provide suppliers, manufacturers, distributors and retailers precise real time information about the products. This accurate knowledge of the inventory would result in lower labor cost, simplified business processes and improved supply chain efficiency. If properly used, it has the potential to cut ordering lead time and cost on inventory control, increase the accuracy of inventory information, help avoid stockouts and boost the number of inventory turns. In this paper, we provide an overview of the current state of RFID applications in different industries and its impact on business operations. We provide extensive literature survey and develop a framework for future research areas in this field.     

The Modern Call Center: A Multi‐Disciplinary Perspective on Operations Management Research

Call centers are an increasingly important part of today's business world, employing millions of agents across the globe and serving as a primary customer‐facing channel for firms in many different industries. Call centers have been a fertile area for operations management researchers in several domains, including forecasting, capacity planning, queueing, and personnel scheduling. In addition, as telecommunications and information technology have advanced over the past several years, the operational challenges faced by call center managers have become more complicated. Issues associated with human resources management, sales, and marketing have also become increasingly relevant to call center operations and associated academic research. In this paper, we provide a survey of the recent literature on call center operations management. Along with traditional research areas, we pay special attention to new management challenges that have been caused by emerging technologies, to behavioral issues associated with both call center agents and customers, and to the interface between call center operations and sales and marketing. We identify a handful of broad themes for future investigation while also pointing out several very specific research opportunities.     

Who is it That Would Make Business Schools More Critical? Critical Reflections on Critical Management Studies

We suggest in this paper that whilst exploring how to make business schools more critical we must also turn a critical and reflexive lens upon ourselves, critical management thinkers. Our endeavour is outlined here as a 'reflexive journey' in which we turn upon ourselves, academics who identify as 'critical' thinkers, the theories we use to analyse others. Our focus is upon critical management education. We use three vignettes drawn from our previous research. One is of graduands from the postgraduate programmes on which two of us teach, the second an analysis of knowledge transfer programmes in which we have participated, and the third a study of the construction of academic identities. The first study shows the academic teacher may become an internalized, judgemental gaze, the second that what we see as a critical approach may be construed by our students as another 'truth' that fails to encompass the complexities of organizations and management, and the third encourages us to ask some questions about our own positions. This causes us to ask some uncomfortable questions about our own positions as critical management scholars and the ways in which we conceptualize business schools and our colleagues who work in them.     

Coaching at the heart of managerial effectiveness: A cross-cultural study of managerial behaviours

This article considers the assessed performances of non-commissioned officers in aprogramme perceived as an important career enhancing activity for British military personnel. We introduce the idea of cognitive style as an important individual difference affecting performance on programmes of training and development and the implications for career progression. The research methodology adopted involved mixed methods as an alternative way of ‘seeing’, ‘researching’ and ‘theorising’ human resources development in this context. The research drew upon a mix of data from course participants and organizers, and it comprised cognitive style testing, within course assessment data and notes recorded during field observation. The results revealed relationships between the factors associated with ‘styles’, ‘assessed learning performance’ and ‘course experience’. Key perspectives on the experiences of training in terms of success and strategic direction were also identified. The study provides a deeper understanding of career-development processes in the military organization, considers the implications in which knowledge of an individual's style may have for the individual and course organizers and imports new theoretical frameworks into the study of human resource development.     

Organisational buying behaviour in changing times

In a recent paper, Johnston and Lewin (1996) analyse the stream of research on organisational buyer behaviour published over the past 25 to 30 years isolating eight propositions which they encapsulate in their ‘Risk Continuum'. Our paper, reports a comparison between Johnston and Lewin's analysis of the extant literature and current buying practices as revealed by interviews with senior UK buyers. We found that business practice has changed in the intervening years. New, process-driven management styles are changing the way in which UK buyers and suppliers interact, yet work reflecting this change (by, for instance, the European based IMP Group) is under-represented in textbooks and teaching. We question the continuing predominance of the established risk management view of organisational buyer behaviour based upon research conducted in the USA 30 years ago.     

A Decisional Framework of Offshoring: Integrating Insights from 25 Years of Research to Provide Direction for Future*

Mirroring the growing trend for firms to support their operations by locating activities abroad, research on the practice of offshoring has increased considerably in recent years. However, despite the mounting research, understanding of the key factors influencing decision‐making for offshoring remains surprisingly limited due to fragmentation. In this study, we synthesize and integrate insights from different research domains in order to develop a comprehensive decisional framework for key offshoring decisions. The integrative decisional framework is based on a systematic review of offshoring research published in the most influential management and business journals in the past 25 years. In addition to providing a snapshot of the state of research on decision‐making for offshoring, this study aims to stimulate future research by identifying promising research opportunities. In particular, we propose that future research should use alternative theories to incorporate overlooked aspects of decision‐making, integrate different theories to account for the interdependencies between decisions, and adopt a portfolio perspective that considers each decision as part of an overall offshoring strategy.