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Purpose: The purpose of this paper is to empirically examine organisational learning (OL) and individual managerial learning and provide a comparative evaluation of the ability of each to generate organisational benefits. Design/methodology/approach: A theoretical model of organisational learning is developed which was then longitudinally tested in four organisations using causal cognitive mapping methods. Findings: The results demonstrate that organisational learning can increase shared managerial understandings that may lead to organisational benefits derived from higher degrees of unified action. However, the study also revealed potentially dysfunctional aspects of organisational learning such as cohesive managerial mental models inhibiting learning and organisational learning can be slower than individual learning. Research limitations/implications: The research methodology and analysis is innovative and unique in this context. The author recognises the need for further research. Practical implications: There is benefit for managers in promoting organisational learning; however, care must be taken to recognise when this learning is dysfunctional. Originality/value: Whilst there have been strong theoretical assertions that OL is crucial for organisational survival and success, this is one of the few longitudinal empirical studies to support these claims. Another contribution is the generation of empirical evidence derived from cognitive methods which have rarely been used in the organisational learning context. (Contains 2 figures and 2 tables.)

This report outlines the findings from a Delphi study designed to establish consensus on the definitions of cognitive style and learning style amongst an international style researcher community. The study yields long-needed definitions for each construct that reflect high levels of agreement. In a field that has been criticised for a bewildering array of definitions and a proliferation of terms and concepts, this study represents an important step to address confusion in the meaning of the two terms. New researchers interested in styles are encouraged to draw on these definitions when developing new research agendas aimed at deepening our understanding of style as a core construct in educational psychology. (Contains 1 table.)

Background: An aspect of teaching and learning that has been seriously overlooked in higher education is the process of research supervision. High failure rates for research dissertations in the social sciences have been partly attributed to student dissatisfaction with supervision and poor student-supervisor relationships. One personality variable that has been shown to be partly responsible for shaping the effectiveness of supervisory relationships is cognitive style. Aims: The study examined the effects of supervisor cognitive style on the quality of supervision for students undertaking a research project in the field of management education. Sample: Both parties in each of 118 supervisor-student dyads within a university business school in the UK participated in the study. Method: Data were collected using the Cognitive Style Index to measure subjects on the analytic-intuitive dimension of cognitive style. A self-developed Thurstone attitude scale was used to measure students' perceptions of the quality of supervision. The scale's validity was assured by making extensive use of subjects' (N = 100) judgments from the population of interest in the scale's development. A second parallel scale was developed to test the instrument's reliability characteristics. Results: Findings revealed that students perceived the quality of supervision to increase significantly with the degree to which supervisors were analytic in their cognitive style. Students whose supervisors were more analytic also achieved significantly higher grades for their dissertations. Conclusions: Whilst there may be many factors influencing interpersonal relationships of this nature, this study demonstrated the potential relevance of cognitive style, which may prove to be a fertile area for further investigation.

This research note outlines a project designed to investigate the role of training institutions in providing effective training and development programmes for managers. The investigation is being carried out in the light of recent criticisms levelled against the nature of formal learning environments prevalent in most institutional settings. The traditional role of trainers and developers as the providers of knowledge and skills for the development of competent managers runs contrary to recent findings, which suggest that managers learn more effectively in informal settings, rather than the formal settings evident in many development programmes. The idea that explicitly extracted competencies are the target every manager should aim for to improve their effectiveness is also challenged because competencies alone are no longer regarded as a sufficient criterion for success. Recent research has attached greater importance to the need to help managers see knowledge as a social phenomenon, and one factor that might distinguish successful managers from others is tacit knowledge. A major focus of this study is to explore the possibility that the level and content of tacit knowledge acquired by managers may be influenced by their individual learning styles, and the degree to which their dominant styles are matched with the context of their work environment.

Reports the outcome of an empirical study exploring the possibility that cognitive style may be an important factor influencing performance on certain types of tasks in management education. Explains that 412 final year undergraduate degree students studying Management and Business Administration were tested. Presents the results. Includes references. (CMK)

Research indicates that in formal mentoring programs the pairs should be matched using a cognitive approach. The mixture of males and females also has an effect on success.

The similarity-attraction paradigm suggests that congruence between the cognitive styles of managers and their subordinates may result in positive leader-member relationships. A study of 142 manager-subordinate dyads in two large manufacturing organizations fails to support this idea. Findings suggest, however, that intuitive leaders may be less dominating and more nurturing than their analytic colleagues, and that they are more liked and respected by analytic members than analytic leaders are by intuitive members. Results also indicate that the degree of difference between leader and member cognitive styles may influence the nature of the relationship. Practical implications depend on whether cognitive style is stable or malleable., Although person-environment fit has long been a concern of psychologists, only relatively recently have selection researchers shifted their attention from the characteristics of the individual to the fit between attributes [...]

This study investigates the relationship between knowledge-sharing mechanisms, managerial tacit knowledge, and individual performance in the Malaysian public sector. Moderation effects of employee personality on these variables were also examined. Findings from 308 Malaysian public sector managers suggest that individual performance is influenced by levels of accumulated managerial tacit knowledge (LAMTK), which were moderated by employee personality traits. The findings also show that individual performance has an impact on the effectiveness of knowledge-sharing mechanisms. [ABSTRACT FROM AUTHOR]

This study provides insights and recommendations concerning methodological practices of cognitive style research applied to the field of business and psychology. Based on a carefully designed selection process, 139 style-related articles published between 1986 and 2010 were content-analysed. In terms of research design, we found the field to be dominated by quantitative, cross-sectional, and single-source designs that relied heavily on self-reports, sample surveys, and student samples. While this might indicate a potential vulnerability in terms of internal and external validity, a strong emphasis on construct validity was also found, exemplified by high attention to reliability, and exploratory and confirmatory factor analyses. With regard to construct measurement, although more than 30 different instruments were used, the field was dominated by three of these. Regarding data analysis, traditional approaches have been mainly used and more advanced and novel approaches have not yet permeated through the cognitive style field. Implications and suggestions for future research are offered. This is the first review of methodological practices in cognitive style research and represents an important step in the advancement of the field. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]