Sanjiv S. Dugal

Developing trust: the importance of cognitive flexibility and co‐operative contexts

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.

Using employee gainsharing plans to improve organizational effectiveness

Purpose – To introduce a conceptual model for increasing the likelihood that gainsharing plans will be successfully implemented.Design/methodology/approach – The literature on gainsharing plans is rich in descriptions of how individual cases were successful or unsuccessful owing to various situational variables. Research on the effects gainsharing plans have on organizational effectiveness is much needed. The present paper builds on current research by providing a general model of factors that determine whether a particular gainsharing effort will increase organizational effectiveness. A review of the empirical literature provides support for the model presented.Findings – Gainsharing can be an important and successful intervention for many organizations. The keys to success are involving all stakeholders in the development of the plan, developing an easy to understand formula for sharing gains, maintaining transparency, and ensuring that the plans goals are in line with the organizations goals.Original...

Understanding and Transcending Team Member Differences: A Felt-Experience Exercise

The felt-experience exercise is a form of cooperative learning. Participants are placed into dyads in which they interact with one another to realize and deepen their understanding of themselves, their partner, and the course content. Meaning is created through written reflection on personal experience and dialogue with one’s partner. The understanding of one’s self and one’s partner is created through awareness of their differences. As well as providing a basic cooperative learning structure to be used in any course, the felt-experience exercise may be used as a diversity-training tool or to assist individuals or groups to understand and transcend conflict.

Strategic Positioning for Market Entry in Different Technological Environments

Current research suggests that an understanding of the technological environment is necessary to gaining a competitive advantage. In this paper, a model is developed to analyze the relationship bet...

The link between R&D intensity and competitive positioning under different technological environments

The decision as to the magnitude of R&D spending is crucial to business units in a rapidly changing technological environment. Current research recognizes the strategic nature of such choices and suggests that managers have to understand their technological environment before they gain a competitive advantage. This paper presents a contingency model in an exploratory attempt to determine R&D intensity based on competitive strategy, product lifecycle and the perceived technological environment of the business unit. Using the Profit Impact of Market Strategy (PIMS) Data Base, a sample of business units are cross-classified into stable and turbulent technological environments and by the stage of the product lifecycle. Analysis of variance is applied in an attempt to determine the response pattern of the level of R&D intensity for business units following different competitive strategies. The results indicate that R&D intensity is dependent upon the stage of the product lifecycle, the technological environmen...

The Relationship Between Transitory Organizational Structures And Non-Linear Environments

Examines non‐linear adaptation to change in the high‐technology environment of the computer industry. These environments are defined, and the efficacy of different organizational adaptations is assessed with respect to these environments. Results from our analyses show that there is a direct and causal relationship between the employment of non‐linear organizational archetypes and organizational effectiveness within high‐technology industries.