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The current paper investigates the implications of the EU Cohesion Policy instrument Interreg through the implementation of cross-border cooperation projects on social entrepreneurship. Cross-border cooperation projects are implemented in Euroregions and invest in new knowledge and innovative solutions in policy priorities spread over social, environmental, and economic domains. Policy priorities in social and environmental domains overlap fields of play where social entrepreneurs operate. We build on the Knowledge Spillover Theory of Entrepreneurship and use a quantitative design to investigate the influence of EU-funded cross-border cooperation projects on the number of social enterprises in Luxembourg. We employed a rolling window analysis with ARIMA on a sample of 207 cross-border cooperation projects implemented between 2000 and 2020. We predicted social entrepreneurial activity in Euroregions in Luxembourg using investments through the EU Cohesion Policy in the social, environmental, and economic domains and identified a positive relationship in the social domain. The current study shows that investments in the social domain positively and significantly predict social entrepreneurial activity, supporting the critical role of the EU Cohesion Policy on social entrepreneurship. Our study discusses how social entrepreneurship can benefit from EU cross-border cooperation projects as recipients of potential knowledge spillovers. [ABSTRACT FROM AUTHOR]

Collaborative learning is often used in higher education to help students develop their teamwork skills and acquire curricular knowledge. In this paper we test a mediation model in which the quality of group discussions mediates the impact of gender diversity and group motivation on collaborative learning effectiveness. Our results show that the proportion of women in groups, and the group level need for cognition and core self-evaluations (within group average) positively predict discussion quality that in turn predicts group (academic) performance. Our results show that discussion quality fully mediates the effects of need for cognition and core self-evaluations on group performance. The effect for gender diversity on group performance is only partly mediated by discussion quality.

Purpose: Our study aims to explore the interplay between dysfunctional cognitive schemas and rationality for decision comprehensiveness in organizational strategic decisions. Design/methodology/approach: We used a cross-sectional design in which we evaluated individual decision rationality using an objective decision competence test and dysfunctional cognitive schemas in a sample of 270 managers (145 women with an average age of 41 years old). In addition, we asked managers to rate the decision comprehensiveness of their organization's strategic decision processes. Findings: Our findings support the detrimental impact of dysfunctional cognition in strategic decision-making in such a way that the association between individual managerial rationality and the comprehensiveness of organizational strategic decisions was positive only when managers reported low dysfunctional cognition, while when managers reported high levels of dysfunctional cognitive schemas, the association between rationality and comprehensiveness was negative. Originality/value: Our study provides initial empirical evidence for the interplay between dysfunctional cognition and managerial rationality in strategic decision processes, and it opens venues for future research to explore the detrimental role of dysfunctional cognitive schemas in strategy processes. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to explore the intrapersonal underpinnings of conflict transformation and expression during military deployment exercises. Design/methodology/approach: The authors collected data just before the onset and right after the ending of a military deployment training attended by several military units that were engaged in various operational exercises. The authors evaluated positive psychological capital (PsyCap) as well as expectations of task and relationship conflict before the deployment (N = 116 participants) and the experience of task and relationship conflict as well as deployment self-efficacy evaluated just after the deployment (N = 84). Findings: PsyCap buffers conflict transformation and expression during military deployment. Relationship conflict reduces deployment self-efficacy evaluated after the deployment. Research limitations/implications: The findings have implications for the development of personal strengths such as PsyCap and deployment self-efficacy, as well as for conflict management in military settings. Originality/value: This study contributes to the literature on micro foundations of conflict emergence and explores the intrapersonal factors that impact conflict expression and transformation during military exercises. [ABSTRACT FROM AUTHOR]

This study sets up to test the extent to which gender variety moderates the impact of power disparity on group cognitive complexity (GCC) and satisfaction with the group in a collaborative learning setting. Using insights from gender differences in perceptions, orientations and conflict handling behavior in negotiation, as well as gender differences in exerting social influence in small group settings we hypothesize that gender variety alleviates the negative impact of power disparity on GCC and satisfaction. We test this hypothesis in a sample of 110 student groups and our results show that for high gender variety, power disparity has a small positive effect on GCC, while for low gender variety power disparity has a negative effect on GCC. In a similar vein we show that in gender homogeneous groups, power disparity has a negative association with satisfaction, while for mixed-gender groups the association between the two is not significant. We discuss (1) the implications of these results for the management of diversity in educational and organizational settings and (2) the use of cognitive mapping as a comprehensive evaluation tool for collaborative learning effectiveness.

This study investigates the relationship between the five decision-making styles evaluated by the General Decision-Making Style Inventory, indecisiveness, and rationality in decision making. Using a sample of 102 middle-level managers, the results show that the rational style positively predicts rationality in decision making and negatively predicts indecisiveness, whereas the avoidant style positively predicts indecisiveness. (Contains 3 tables and 1 figure.)

In a sample of 213 students organized in 44 groups this study tests the impact of need for cognition on active information search by using a multilevel analysis. The results show that group members with high need for cognition seek more advice in task related issues than those with low need for cognition and this pattern of information exchange is stronger for different gender social interaction than with the same gender social interaction. (Contains 2 tables.)

In this experimental study, we tested main and interaction effects of membership change and normative interventions aimed at increasing collaboration and participation on cognitive decline in groups. Three hundred participants were randomly assigned in one of the four types of groups (N = 75), based on crossing the independent variables, each with two conditions: membership change (most active member vs. least active member leaves the group) and normative interventions for achieving consensus (presence vs. absence of normative interventions). The results show that normative interventions reduce cognitive decline evaluated as the decrease in groups' cognitive complexity, with groups that received normative interventions actually having a cognitive gain. Membership change did not have a significant effect on cognitive decline. In addition, results show that normative interventions attenuate the cognitive decline in the case of most active member's departure. The results have important implications for group adaptation after membership loss. [ABSTRACT FROM AUTHOR]

To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1559-1816.2010.00618.x Byline: Petru Lucian Curseu (1), Rene Schalk (*), Sandra Schruijer ([dagger]) Abstract: A holistic method for eliciting and evaluating group cognition was introduced and tested. In the study, 359 undergraduate students were assigned to 72 groups, consisting of 4 to 6 members who worked on research projects lasting for 14 weeks. In order to evaluate the way groups represent the specific knowledge related to their tasks, we used a conceptual mapping technique. Conceptual mapping proved to be a fruitful way to understand the way groups represent their knowledge. The conceptual maps were stable in time and had explanatory power for groups' performance. Author Affiliation: (*)Department of Organisation StudiesTilburg UniversityTilburg, The Netherlands ([dagger])Utrecht School of GovernanceUtrecht UniversityUtrecht, The Netherlands Article note: (1) Petru Lucian Curseu, Department of Organisation Studies, Tilburg University, Room S161, Warandelaan 2, P.O. Box 90153, 5000 LE Tilburg, The Netherlands. E-mail: P.L.Curseu@uvt.nl

Organizational identification works on the cognitive, affective, and evaluative levels. The present study, like previous research, conceptualizes identification as a multidimensional concept. We test a model of identification developed in experimental settings using an empirical study carried out in three Romanian organizations. We investigate relevant antecedents and consequences of cognitive, affective, and evaluative identification for organizations. The findings shed light on the conditions in which the impact of cognitive identification on organizational outcomes is mediated by the affective attachment to the organization. They also indicate that evaluative identification has a smaller impact in organizational settings than experimental studies have previously shown, contradicting predictions of the self-enhancement hypothesis. Based on these findings, we draw out the practical implications for effective strategies targeting organizational identification enhancement. [ABSTRACT FROM AUTHOR]

This paper addresses the relation between the need for cognition and rationality in decision-making and also reconsiders the relation between need for cognition and the framing effect using modified versions of the Asian disease task. In the first study (N = 205), a significant and positive relationship was obtained between need for cognition and the rationality of decision-makers. Also a negative and significant relationship was obtained between need for cognition and indecisiveness. These findings are consistent with the theoretical propositions hypothesized in the need for cognition theory (Cacioppo et al., 1996). The second study (N = 462) is an in-depth analysis of the relation between the need for cognition and the framing effect, revealing a positive and significant relation between need for cognition and the respondents' preference for the probabilistic framed alternatives in two risky choice framing effect tasks. [ABSTRACT FROM AUTHOR]

Multiparty systems bring together various stakeholder parties and their representatives and offer a platform for sharing their diverse interests, knowledge and expertise in order to develop and realize joint goals. They display complex relational dynamics in which within-party interactions (interpersonal interactions within each stakeholder party) as well as between-party interactions (interactions between the stakeholder parties) intertwine to generate bottom-up and top-down influences. We investigate these influences in a behavioural simulation. Our results show that changes in task conflict at the stakeholder party level positively predict changes in perceived collaborativeness in the overall system, while changes in relationship conflict at the stakeholder party level positively predict changes in perceived conflictuality in the system. Moreover, we show that changes in perceived overall conflictuality leads to a proportional change in relationship conflict experienced within the stakeholder parties. [ABSTRACT FROM AUTHOR]