Results of a systematic replication of studies by Dearborn and Simon and by Walsh suggest that di... more Results of a systematic replication of studies by Dearborn and Simon and by Walsh suggest that differences in their conclusions resulted from differences in their experimental procedures. Managers are broader perceivers when they are encouraged to identify more problems. Also, contrary to Walsh's and others' theories, in this replication belief structure did not mediate the relationship between functional experience and selective perception. In addition, predominantly negative relationships were found between areas of experience and perceptions, indicating that functional experience may produce selective imperception as well as selective perception.
We examine how cognitive style, as measured by the MBTI, affects strategic decision outcomes. Ex... more We examine how cognitive style, as measured by the MBTI, affects strategic decision outcomes. Executives participated in a simulated strategic decision making environment that allowed controlled collection of decision outcomes, including manager decisiveness, decision quality, and perceived effectiveness. We found that iNtuiting/Thinking managers used their intuition to make cognitive leaps based on objective information to craft more decisions of higher quality than other managers. In contrast, Sensing/Feeling types used time to seek socially acceptable decisions, which led to the lowest number of decisions and the lowest perceived effectiveness of all. We found no effect on decisiveness or perceived effectiveness based on a manager's preference for Perceiving or Judging. However, we found that others perceived Extraverted managers as being more effective than Introverted managers when, in fact, the Extraverts were no more decisive than Introverts. Thus, cognitive style influences actual decision outcomes as well as how others perceive one's decision performance.
There is renewed interest in the factors that affect negotiations, as they are a significant part... more There is renewed interest in the factors that affect negotiations, as they are a significant part of organizational life. While we understand that there are many barriers to effectively reaching optimal solutions in a negotiation, we are still unclear as to the means by which to meet this goal. In this paper, we offer creativity training as a possible antecedent to effective negotiation. Our results show that individuals trained to think creatively reached more integrative solutions or solutions that were mutually beneficial to all negotiation participants than individuals who did not receive creativity training. We discuss implications and future research.
The goal of this article is to explore under what contexts do biotechnology firms exhibit an entr... more The goal of this article is to explore under what contexts do biotechnology firms exhibit an entrepreneurial orientation? To achieve this goal, we assess entrepreneurial orientation as a configuration and individual dimension across three contexts: organizational structure, location, and age. Analyses of survey data from U.S. biotechnology firms indicate that ownership structure was the only contextual factor to yield differences in biotechnology firms’ entrepreneurial orientation when assessed as a configuration. However, the analysis identified differences at the multidimensional level within all three contexts. Both theoretical and practical implications of our findings are provided.
This article proposes an alternative to a managerial "best practice" approach to creativity based... more This article proposes an alternative to a managerial "best practice" approach to creativity based on the notion of creativity as a singular concept. Our alternative draws on three fundamental ideas that are emerging in different pockets of the creativity literature in a way that can be readily conceptualized and applied in practice. The first idea is that creativity is really about "creativities", or a cluster of different and discrete qualities that can be combined to suit the context in which they operate. The second is that creativity is not static: it is about "creativitying", or the action and the practice of combining these creativities, which evolve over time. The third is that being creative in organizations is not an individual act: rather, it is the multiple activities of groups as they go about creativitying.
This study puts forth the following research questions: (i) Are there any differences between rem... more This study puts forth the following research questions: (i) Are there any differences between remotes’ and co-locates’ knowledge portfolios, and (ii) if so, are these differences significant? We contend that significant differences occur in how remotes configure their knowledge activities. To search for possible differences, we examined three sources of knowledge-based activities that are associated with remotes and co-locates: university collaborations and innovative activities such as patenting and scanning. Using survey data from a study of 197 U.S. biotechnology firms, this study found that remotes and co-locates have similar portfolio diversity, but remotes sponsor more faculty research, have a lower patent efficiency rate, and do not scan as frequently as co-located firms.
This study puts forth the following research questions: (i) Are there any differences between rem... more This study puts forth the following research questions: (i) Are there any differences between remotes’ and co-locates’ knowledge portfolios, and (ii) if so, are these differences significant? We contend that significant differences occur in how remotes configure their knowledge activities. To search for possible differences, we examined three sources of knowledge-based activities that are associated with remotes and co-locates: university collaborations and innovative activities such as patenting and scanning. Using survey data from a study of 197 U.S. biotechnology firms, this study found that remotes and co-locates have similar portfolio diversity, but remotes sponsor more faculty research, have a lower patent efficiency rate, and do not scan as frequently as co-located firms.
Results of a systematic replication of studies by Dearborn and Simon and by Walsh suggest that di... more Results of a systematic replication of studies by Dearborn and Simon and by Walsh suggest that differences in their conclusions resulted from differences in their experimental procedures. Managers are broader perceivers when they are encouraged to identify more problems. Also, contrary to Walsh's and others' theories, in this replication belief structure did not mediate the relationship between functional experience and selective perception. In addition, predominantly negative relationships were found between areas of experience and perceptions, indicating that functional experience may produce selective imperception as well as selective perception.
We examine how cognitive style, as measured by the MBTI, affects strategic decision outcomes. Ex... more We examine how cognitive style, as measured by the MBTI, affects strategic decision outcomes. Executives participated in a simulated strategic decision making environment that allowed controlled collection of decision outcomes, including manager decisiveness, decision quality, and perceived effectiveness. We found that iNtuiting/Thinking managers used their intuition to make cognitive leaps based on objective information to craft more decisions of higher quality than other managers. In contrast, Sensing/Feeling types used time to seek socially acceptable decisions, which led to the lowest number of decisions and the lowest perceived effectiveness of all. We found no effect on decisiveness or perceived effectiveness based on a manager's preference for Perceiving or Judging. However, we found that others perceived Extraverted managers as being more effective than Introverted managers when, in fact, the Extraverts were no more decisive than Introverts. Thus, cognitive style influences actual decision outcomes as well as how others perceive one's decision performance.
There is renewed interest in the factors that affect negotiations, as they are a significant part... more There is renewed interest in the factors that affect negotiations, as they are a significant part of organizational life. While we understand that there are many barriers to effectively reaching optimal solutions in a negotiation, we are still unclear as to the means by which to meet this goal. In this paper, we offer creativity training as a possible antecedent to effective negotiation. Our results show that individuals trained to think creatively reached more integrative solutions or solutions that were mutually beneficial to all negotiation participants than individuals who did not receive creativity training. We discuss implications and future research.
The goal of this article is to explore under what contexts do biotechnology firms exhibit an entr... more The goal of this article is to explore under what contexts do biotechnology firms exhibit an entrepreneurial orientation? To achieve this goal, we assess entrepreneurial orientation as a configuration and individual dimension across three contexts: organizational structure, location, and age. Analyses of survey data from U.S. biotechnology firms indicate that ownership structure was the only contextual factor to yield differences in biotechnology firms’ entrepreneurial orientation when assessed as a configuration. However, the analysis identified differences at the multidimensional level within all three contexts. Both theoretical and practical implications of our findings are provided.
This article proposes an alternative to a managerial "best practice" approach to creativity based... more This article proposes an alternative to a managerial "best practice" approach to creativity based on the notion of creativity as a singular concept. Our alternative draws on three fundamental ideas that are emerging in different pockets of the creativity literature in a way that can be readily conceptualized and applied in practice. The first idea is that creativity is really about "creativities", or a cluster of different and discrete qualities that can be combined to suit the context in which they operate. The second is that creativity is not static: it is about "creativitying", or the action and the practice of combining these creativities, which evolve over time. The third is that being creative in organizations is not an individual act: rather, it is the multiple activities of groups as they go about creativitying.
This study puts forth the following research questions: (i) Are there any differences between rem... more This study puts forth the following research questions: (i) Are there any differences between remotes’ and co-locates’ knowledge portfolios, and (ii) if so, are these differences significant? We contend that significant differences occur in how remotes configure their knowledge activities. To search for possible differences, we examined three sources of knowledge-based activities that are associated with remotes and co-locates: university collaborations and innovative activities such as patenting and scanning. Using survey data from a study of 197 U.S. biotechnology firms, this study found that remotes and co-locates have similar portfolio diversity, but remotes sponsor more faculty research, have a lower patent efficiency rate, and do not scan as frequently as co-located firms.
This study puts forth the following research questions: (i) Are there any differences between rem... more This study puts forth the following research questions: (i) Are there any differences between remotes’ and co-locates’ knowledge portfolios, and (ii) if so, are these differences significant? We contend that significant differences occur in how remotes configure their knowledge activities. To search for possible differences, we examined three sources of knowledge-based activities that are associated with remotes and co-locates: university collaborations and innovative activities such as patenting and scanning. Using survey data from a study of 197 U.S. biotechnology firms, this study found that remotes and co-locates have similar portfolio diversity, but remotes sponsor more faculty research, have a lower patent efficiency rate, and do not scan as frequently as co-located firms.
1. Chapter 4. In James G. (Jerry) Hunt, George E. Dodge, and Leonard Wong (Eds.) Out-of-the-box L... more 1. Chapter 4. In James G. (Jerry) Hunt, George E. Dodge, and Leonard Wong (Eds.) Out-of-the-box Leadership: Transforming the 21st Century Army and Other Top-performing Organizations. Westport, CT: JAI Press: 63-89.
Chapter 7. In Steven W. Floyd, Johan Roos, Claus D. Jacobs, and Franz W. Kellermanns (Eds.). Inno... more Chapter 7. In Steven W. Floyd, Johan Roos, Claus D. Jacobs, and Franz W. Kellermanns (Eds.). Innovating Strategy Processes, part of the SMS book series (Ed., M. Hitt), Malden, MA: Blackwell Publishing: 57-71.
Chapter 6. In Teresa Garcia Merino and Valle Santos (Eds.) Cognition and Strategic Management: Re... more Chapter 6. In Teresa Garcia Merino and Valle Santos (Eds.) Cognition and Strategic Management: Rethinking Internationalization Strategies, Hauppauge, NY: Nova Science Publishers, Inc
Book Review of Danah Zohar. 1997. ReWiring the Corporate Brain: Using the New Science to Rethink ... more Book Review of Danah Zohar. 1997. ReWiring the Corporate Brain: Using the New Science to Rethink How We Structure and Lead Organizations. San Francisco: Berrett-Koehler. In Emergence: A Journal of Complexity Issues in Organizations and Management, 1:187-190
Book Review of Paul C. Light. 1999. Sustaining Innovation. San Francisco: Jossey-Bass. In Nonprof... more Book Review of Paul C. Light. 1999. Sustaining Innovation. San Francisco: Jossey-Bass. In Nonprofit and Voluntary Sector Quarterly, 28(3): 350-355
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