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The effect of individual learning on competitive decision-making and firm performance

Published on Jun 1, 2001in International Journal of Research in Marketing3.32
· DOI :10.1016/S0167-8116(01)00034-9
Alan J. Malter11
Estimated H-index: 11
(UA: University of Arizona),
Peter R. Dickson30
Estimated H-index: 30
(FIU: Florida International University)
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Abstract
Abstract This study examines the effect of individual differences in learning ability and other personal characteristics on group competitive thinking and dynamic marketing decision-making. The learning ability of the “best” member of management teams was found to be most closely related to firm performance. Moreover, this effect was strongest for the “best” member as identified by peer ratings (by other team members) rather than self-ratings. These findings suggest that, over time, the best individual mental models often become visible to group members and influence group performance. The results have important implications for marketing management decision-making and suggest several potentially fruitful streams of research.
  • References (55)
  • Citations (24)
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References55
Newest
Published on Jan 15, 2000in Organization Science3.26
Martin Kilduff35
Estimated H-index: 35
,
Reinhard Angelmar1
Estimated H-index: 1
,
Ajay Mehra16
Estimated H-index: 16
Demography research rarely examines the black box within which the cognitive diversity of the top management team is assumed to affect firm performance. Using data from 35 simulated firms run by a total of 159 managers attending executive education programs, the current research tested several hypotheses concerned with (a) the relationship between demographic and cognitive team diversity and (b) the reciprocal effects of diversity and firm performance. Results showed that members of high-perform...
Published on Jan 1, 2000in Journal of Applied Psychology5.07
John E. Mathieu57
Estimated H-index: 57
,
Tonia S. Heffner3
Estimated H-index: 3
(UTC: University of Tennessee at Chattanooga)
+ 2 AuthorsJanis A. Cannon-Bowers35
Estimated H-index: 35
The influence of teammates' shared mental models on team processes and performance was tested using 56 undergraduate dyads who flew a series of missions on a personal-computer-based flight-combat simulation. The authors both conceptually and empirically distinguished between teammates' task- and team-based mental models and indexed their convergence or sharedness using individually completed paired-comparisons matrices analyzed using a network-based algorithm. The results illustrated that both s...
Published on Jan 1, 2000in Journal of Applied Psychology5.07
Therese A. Louie6
Estimated H-index: 6
(UW: University of Washington),
Mary T. Curren9
Estimated H-index: 9
(CSUN: California State University, Northridge),
Katrin R. Harich13
Estimated H-index: 13
(CSUF: California State University, Fullerton)
This study examined hindsight bias for team decisions in a competitive setting in which groups attempted to outperform each other. It was anticipated that, because of self-serving mechanisms, individuals would show hindsight bias only when decision outcomes allowed them to take credit for their own team's success or to downgrade another team for being unsuccessful. MBA students playing a market simulation game made hindsight estimates regarding the likelihood that either their own or another tea...
Published on Jul 1, 1999in Journal of Marketing7.82
Bruce H. Clark14
Estimated H-index: 14
(College of Business Administration),
David B. Montgomery31
Estimated H-index: 31
(Stanford University)
Despite extensive academic research on how to identify competitors objectively, marketers know relatively little about how managers identify competitors in practice. The authors bring together diffuse literature in this area and propose a cognitive framework for managerial identification of competitors. They report the results of two studies that examine the attributes managers use in deciding who their competitors are.
Published on Oct 1, 1998in Journal of Conflict Resolution2.47
David Carment16
Estimated H-index: 16
,
Dane Rowlands16
Estimated H-index: 16
(Carleton University)
In the aftermath of the cold war, intrastate conflicts have emerged to challenge international stability and security. Although some authors have attempted to identify strategies for bringing these conflicts to a peaceful conclusion, these recommendations have not been formally grounded. In this study, the authors develop a game-theoretic model based on the mission's intensity, the salience of the conflict to the intervener, the capabilities of the belligerent, and the belligerent's expected gai...
Published on Oct 1, 1998in Journal of Marketing7.82
Ravindranath Madhavan10
Estimated H-index: 10
(UIUC: University of Illinois at Urbana–Champaign),
Rajiv Grover1
Estimated H-index: 1
(Terry College of Business)
Because new product development (NPD) teams are engaged in knowledge creation, NPD management should emphasize cognitive team processes rather than purely social processes. Using the notions of tacit knowledge and distributed cognition as a basis, the authors propose that the T-shaped skills, shared mental models, and NPD routines of team members, as well as the A-shaped skills of the team leader, are key design variables when creating NPD teams. The authors propose that trust in team orientatio...
Published on Aug 1, 1997
Gary L. Lilien41
Estimated H-index: 41
,
Arvind Rangaswamy32
Estimated H-index: 32
I. THE BASICS. 1. Introduction. 2. Tools for Marketing Engineering: Market Response Models. II. DEVELOPING MARKET STRATEGIES. 3. Segmentation and Targeting. 4. Positioning. 5. Strategic Market Analysis: Conceptual Framework and Tools. 6. Models for Strategic Marketing Decision Making. III. DEVELOPING MARKETING PROGRAMS. 7. New Product Decisions. 8. Advertising and Communication Decisions. 9. Salesforce and Channel Decisions. 10. Price and Sales Promotion Decisions. IV. CONCLUSIONS. 11. Marketing...
Published on May 6, 1997
Jean-Claude Larreche1
Estimated H-index: 1
,
Porter1
Estimated H-index: 1
,
Jonathan B. Tucker1
Estimated H-index: 1
Preface. 1. Welcome to Markstrat. 2. An Overview of the Markstrat World. 3. Market Research. 4. Operating Instructions. 5. Marketing Planning. 6. Market Segmentation & Positioning. 7. The Marketing and R&D Interface. 8. Consumer Analysis. 9. Competitive Strategies. 10. Allocation of Resources. Appendix A. Installing Markstrat3. Appendix B. Printing Documents. Appendix C. Software Configuration. Index.
Published on Aug 1, 1996in Journal of Marketing Education
James R. Beatty1
Estimated H-index: 1
(College of Business Administration),
Robert W. Haas1
Estimated H-index: 1
(College of Business Administration),
Donald Sciglimpaglia1
Estimated H-index: 1
(College of Business Administration)
The use of various kinds of group projects is common in many types of marketing courses. A major problem in such courses is the equitable grading of group members based on the accountability of individual performances. This article provides an approach to using peer evaluations to assess individual performances within a group so that grades may be assigned in an equitable manner.
Cited By24
Newest
Published on Feb 23, 2017in Journal of Strategic Marketing
Jodie Conduit11
Estimated H-index: 11
(University of Adelaide),
Carolin Plewa17
Estimated H-index: 17
(University of Adelaide)
+ 1 AuthorsVinh Nhat Lu10
Estimated H-index: 10
(ANU: Australian National University)
AbstractMarketing education increasingly recognizes the active role of students in their learning experience. Students co-create learning outcomes through interacting with course resources and other students. However, there is little understanding of the factors that support the development of students’ ability to interact in this learning environment. This paper examines the influence of individual and group characteristics that exist at group formation, on the development of the group and ulti...
Published on Mar 1, 2014in Journal of Product Innovation Management3.78
Rita Bissola5
Estimated H-index: 5
,
Barbara Imperatori6
Estimated H-index: 6
,
Renata Trinca Colonel2
Estimated H-index: 2
Innovation is crucial to managing ever-increasing environmental complexity. Creativity is the first stage of the innovation process and is particularly relevant in modern new product development (NPD) projects. In response to a call for further empirical research on collective creative performance combining individual and team levels in a comprehensive framework, this paper offers useful evidence for the design of NPD teams to foster creative performance. The results suggest that different sets ...
Published on Nov 20, 2013in International Journal of Biometrics
Lewis K.S. Lim4
Estimated H-index: 4
(NTU: Nanyang Technological University),
Abhishek Pathak
Prior research alludes to the possibility that managers often suffer from a biased pattern of competitive cognition, such that they systematically assess that their competitors will make more threatening moves than the competitors are actually making. However, few studies shed light on the true nature, causes, and performance consequences of such a cognitive paranoia. This paper attempts to fill the knowledge gap. Through a strategy simulation study, we found that participants indeed generally p...
Published on Sep 1, 2013in Journal of Business Research4.03
Lewis K.S. Lim4
Estimated H-index: 4
(NTU: Nanyang Technological University)
The strategy literature routinely emphasizes the importance of competitor assessment as part of strategic analysis and planning. In particular, the ability to sense and accurately predict competitors' future moves – referred to here as the competitive prediction capability – can form a basis for sustainable competitive advantage. Yet, managers are not always well-skilled at assessing competitors and often do not accurately anticipate competitors' actions. Apart from human factors that inhibit as...
Published on Jan 1, 2013
The purpose of this paper is to present our experience with the introduction of Markstrat – a popular marketing strategy simulation game – in marketing planning education, discussing its effectiveness in relation to student learning. It is clear that the average student profile has changed, leading to a demand for new educational tools. In this sense, the educator is responsible for implementing methods and modern and adequate platforms that stimulate interest and learning. For over two decades ...
David Gray5
Estimated H-index: 5
(Macquarie University)
To help increase the effectiveness of self–directed teams, this paper studies the attitudes and behaviour of self–directed team members during the course of a computer simulated marketing strategy game. Self–directed teams are used widely throughout organisations yet receive little scrutiny when they undertake a task which is subject to conditions of multi–period complexity and uncertainty. To explore the issues involved 42 teams of final year undergraduate marketing students completed online se...
Published on Aug 1, 2011in Australasian Marketing Journal (amj)
Baiding Rong1
Estimated H-index: 1
,
Ian Wilkinson38
Estimated H-index: 38
(USYD: University of Sydney)
Using cross-sectional surveys to support proposed causal sequences in theoretical models is problematic, especially when the informants are managers and performance is a dependent variable. The results of such surveys reveal more about managers sensemaking processes than actual business processes, a rival causal theory that researchers tend to ignore. This problem leads to unsound conclusions and management advice. We illustrate the argument in terms of survey research concerning the relationshi...
Published on Apr 1, 2011in Journal of Product Innovation Management3.78
Jelena Spanjol10
Estimated H-index: 10
(UIC: University of Illinois at Chicago),
Leona Tam13
Estimated H-index: 13
(ODU: Old Dominion University)
+ 1 AuthorsJonathan D. Bohlmann11
Estimated H-index: 11
(NCSU: North Carolina State University)
Company executives rely on new product development teams to carry out their directives and make decisions according to management’s goals and objectives. However, new product team members bring their own motivational perspectives to strategic decisions. This research examines how individual and leadership motivations influence a dyadic team’s new product decisions. Specifically, this article investigates how matching vs. mismatched motivations between team members affect new product number, type...
Published on Jan 17, 2011in Journal of Applied Business Research
Lynn L. K. Lim1
Estimated H-index: 1
(Aberystwyth University),
Laosirihongthong. Tritos10
Estimated H-index: 10
(Thammasat University),
Christopher Chan12
Estimated H-index: 12
(ANU: Australian National University)
This study examines the relationships between individual, team and organizational learning of 1103 workers from a Thai manufacturing organization. Individual learning was conceptualized in terms of individuals’ learning strategies and motivation to learn. Team learning consisted of internal team learning and external team learning. Organizational learning was believed to be underpinned by commitment to learning, shared vision and open mindedness. These three levels of learning were inter-related...
Published on Jan 1, 2011
Baiding Rong1
Estimated H-index: 1
,
Ian Wilkinson38
Estimated H-index: 38
Using cross-sectional surveys to support proposals of causal sequences in theoretical models is problematic, especially when the surveys are of managers and performance is a dependent variable. The
View next paperThe Synergistic Effect of Market Orientation and Learning Orientation on Organizational Performance.