Cognitive style and learning: Performance of adaptors and innovators in a novel dynamic task

Pounds, Julia; Bailey, Larry L.

doi:10.1037/e445352005-001

Cited by 3 publications

(4 citation statements)

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“…As we use absolute scores (Pounds & Bailey, 2001), theoretical values range from 32 to 160, while the observed range in our sample is between 68 and 108. Consistent with theory and prior research (e.g., Kirton 1976Kirton , 1992, the observed distribution is normal according to both the Shapiro-Wilk Test (1965) and the Jarque-Bera Skewness-Kurtosis Test (1987), with a mean of 87.40 and a standard deviation of 7.61.…”

Section: Page 17 Of 56mentioning

confidence: 94%

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Social Networks, Cognitive Style, and Innovative Performance: A Contingency Perspective

Carnabuci

Diószegi

2015

AMJ

141

135

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Integrating insights from cognitive psychology into current network theory on the social capital of brokering and closed networks, we argue that cognitive style is a critical contingency explaining the relation between social network position and innovative performance. Based on a "complementary fit" argument, we posit that a social network rich in structural holes enhances the innovative performance of employees with an Adaptive cognitive style; however, individuals with an Innovative cognitive style are most innovative when embedded in a closed network of densely interconnected contacts. Using data on the individual cognitive style and complete workplace social network of all employees within a small design and manufacturing firm (N=68), we show that our theorized contingency mechanism accounts for a large share of empirical variation in employee innovative performance over and above existing social network explanations. AcknowledgmentWe would like to thank Stefano Brusoni, Martin Goossen, Gudela Grote, Eric Quintane, and participants in the 1st Workshop on the Micro-foundations of Social Networks (CBS, Denmark), for their comments and suggestions. We are grateful to Valentina Iannuzziello, who provided research assistance during the data collection and initial phase of this project as part of her final MA thesis. Finally, we thank the editor and three anonymous reviewers for their thorough and constructive feedback. Abstract:Integrating insights from cognitive psychology into current network theory on the social capital of brokering and closed networks, we argue that cognitive style is a critical contingency explaining the relation between social network position and innovative performance. Based on a "complementary fit" argument, we posit that a social network rich in structural holes enhances the innovative performance of employees with an Adaptive cognitive style; however, individuals with an Innovative cognitive style are most innovative when embedded in a closed network of densely interconnected contacts. Using data on the individual cognitive style and complete workplace social network of all employees within a small design and manufacturing firm (N=68), we show that our theorized contingency mechanism accounts for a large share of empirical variation in employee innovative performance over and above existing social network explanations.

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Section: Page 17 Of 56mentioning

confidence: 94%

“…However, it is often difficult for them to recognize when existing solutions are no longer effective (Pounds & Bailey, 2001). In addition, Adaptors tend to analyze problems logically and methodically instead of turning to free idea generation (Basadur, 1995).…”

Section: Adaptive-innovative Cognitive Stylementioning

confidence: 99%

Social Networks, Cognitive Style, and Innovative Performance: A Contingency Perspective

Carnabuci

Diószegi

2015

AMJ

141

135

View full text Add to dashboard Cite

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“…For example, Fuller and Kaplan (2004) examined the effect of style on the performance of auditors and found that analytic auditors performed better on analytic tasks than on intuitive tasks, with intuitive auditors showing the opposite pattern. Pounds and Bailey (2001) investigated the effects of style differences on performance of air-traffic-control tasks and reported that performance improved across experimental trials for those who had a KAI adaptor style but not for those who had a KAI innovator style. Pounds and Bailey interpreted their results as indicating that the innovators’ style led them to disregard rules for successful performance, such that they were unable to sustain repetitious procedures for extended periods.…”

Section: Cognitive Style In Business and Managementmentioning

confidence: 99%

Cognitive Style as Environmentally Sensitive Individual Differences in Cognition

Kozhevnikov

Evans

Kosslyn

2014

Psychol Sci Public Interest

143

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The key aims of this article are to relate the construct of cognitive style to current theories in cognitive psychology and neuroscience and to outline a framework that integrates the findings on individual differences in cognition across different disciplines. First, we characterize cognitive style as patterns of adaptation to the external world that develop on the basis of innate predispositions, the interactions among which are shaped by changing environmental demands. Second, we show that research on cognitive style in psychology and cross-cultural neuroscience, on learning styles in education, and on decision-making styles in business and management all address the same phenomena. Third, we review cognitive-psychology and neuroscience research that supports the validity of the concept of cognitive style. Fourth, we show that various styles from disparate disciplines can be organized into a single taxonomy. This taxonomy allows us to integrate all the well-documented cognitive, learning, and decision-making styles; all of these style types correspond to adaptive systems that draw on different levels of information processing. Finally, we discuss how the proposed approach might promote greater coherence in research and application in education, in business and management, and in other disciplines.

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“…Fuller and Kaplan (2004) examined the effects of cognitive style on task performance of auditors and found that analytical auditors performed better on analytical tasks than intuitive tasks; intuitive auditors performed better on intuitive tasks than on analytical tasks. Pounds and Bailey (2001) investigated style‐related differences in performance on complex dynamic tasks (e.g. air traffic control) and found performance of KAI adaptives improved across experimental trials, whereas that of KAI innovators did not.…”

Section: Vocational and Occupational Issuesmentioning

confidence: 99%

Role of Cognitive Styles in Business and Management: Reviewing 40 Years of Research

Armstrong

Cools

Sadler‐Smith

2011

Int J Management Reviews

207

176

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In line with increased attention on the application of cognitive approaches to industrial, work and organizational psychology, the last 40 years have witnessed a growing interest in application of the cognitive style construct to the field of business and management. The purpose of this paper is threefold. First, we wish to advance understanding of cognitive styles research by elucidating trends and perspectives related to business and management. Second, we identify gaps in the literature and promising areas of research that can be further developed. This is accomplished by means of a review of papers published between 1969 and 2009. Eight themes emerged from our analysis: (a) vocational and occupational issues; (b) national culture; (c) teamwork and interpersonal relationships; (d) learning; (e) decision making; (f) creativity, innovation and entrepreneurship; (g) sales and marketing; and (h) management information systems, information management and use. Third, we identify valid and reliable methods of assessment of cognitive style for use in business and management settings. Finally we draw a number of conclusions regarding the current state of cognitive styles research and promising directions for future research.

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Cognitive style and learning: Performance of adaptors and innovators in a novel dynamic task

Cited by 3 publications

References 0 publications

Social Networks, Cognitive Style, and Innovative Performance: A Contingency Perspective

Social Networks, Cognitive Style, and Innovative Performance: A Contingency Perspective

Cognitive Style as Environmentally Sensitive Individual Differences in Cognition

Role of Cognitive Styles in Business and Management: Reviewing 40 Years of Research

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