Strategic Decision Making: The Effects of Cognitive Diversity, Conflict, and Trust on Decision Outcomes

Purchasing/supply chain management flexibility: Moving to an entrepreneurial skill set

institutions and information sources regarding risk management and communication. The review is based on 27 empirical studies, and is organised around four groups of trust-related factors. The empirical studies reveal that this field of research suffers from a lack of consistency in conceptualising ‘trust’. Based on the review, a ‘layering’ of four different aspects of trust, from more general to more specific, has been designed, reflecting the identified layers of trust-related factors vis-a ` -vis: (1) socio-cultural and individual personality characteristics; (2) perceived attributes of institution or information source; (3) risk aspects; (4) information-specific aspects. This layered conceptualisation of trust demonstrates that trust in those managing and communicating risk is a complex phenomenon operative simultaneously in and interplaying across a number of levels.

Public trust in institutions and information sources regarding risk management and communication: towards integrating extant knowledge

Purpose – The purpose of this paper is to provide a linkage between strategic alliance practice and managerial cognitive base with a view to understanding alliance dynamics better.Findings – Brings together two streams of management literature (cognitive base and strategic alliances) in order to provide an alternative to understanding strategic alliances. The analysis found that ever since the work of Hambrick and Mason, Upper echelon (UE) linking managerial characteristics to strategic choice have persistently overlooked strategic alliances as strategic options worth consideration. While on the other hand only a handful of strategic alliance researchers have paid lip‐service to the UE perspective.Design/methodology/approach – After presenting a strategic alliance model, the paper reviews analysis of reasons for alliance formation, choice of partners, alliance structure and scope and alliance performance. Literature on managerial characteristics is also explored with a view to provide an approach to resea...

The influence of managers' characteristics and perceptions in strategic alliance practice

Researchers have for a long time attempted to understand the concept of strategy. One way to examine strategy is to approach it through managers. According to the theory of cognitive style, there are differences in the ways people perceive things and make judgements. Based on these consistent differences, it can be proposed that there is consistent variation in the ways managers see strategy. Strong evidence of the relationship between cognitive style and strategy can be found in past research. Makes propositions concerning that relationship and suggests some guidelines for empirical research.

The cognitive style and strategic decisions of managers

This research investigates relationships between group cognitive make‐up, co‐operative context, and the development of interpersonal trust. Results show that groups composed of individuals with similar cognitive processes are more trusting and achieve higher levels of performance than heterogeneous groups. Outlines the motivation and results of this study. Technological advancements are changing the competitive landscape in most industries. Many organizations are modifying both inter‐ and intra‐organizational structures to address the resultant competition. These modifications largely focus on increased small group co‐operation. In the execution of these changes managers frequently assume that employees will adapt to new co‐operative forms. In the adaptive process, previous research documents the importance of trust for successful co‐operation during organizational changes. Recognizes the importance of evaluating and considering two important factors prior to assigning groups to change teams: cognitive flexibility; and front loading group activities with collaborative decision processes.

Matthew H. Roy

Papers

Developing Trust: The Importance of Cognitive Flexibility and Co-Operative Contexts