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.

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -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 plan's goals are in line with the organization's goals. Originality/value -Develops a conceptual model which can be used by many organizations in an attempt to use gainsharing as a means to increase organizational effectiveness. Considerations for future research are discussed.

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An earlier study published in the Journal of Strategic Marketing (volum e 3) analyses the link between R&D intensity, technological environm ent and com petitivepositioning. This paper builds on that study by answering the question`how are R&D funds allocated between product developm ent and process im provem ents?' The allocation of funds between product developm ent or process im p rovem ent is crucial to business units in a rapidly changing technological environm ent. Current research recogniz es the strategic nature of such choices, and suggests that m anagers have to understand their technological environm ent before they gain a com petitive advantage. Using the Profit Im pact of Ma rket Strategy (PIMS) database, a sam ple of 2,498 business units are cross-classified into stable and turbulent technological environm ents, and by the stage of product life-cycle. Analysis of variance is applied in an attem p t to determ ine the response pattern of the product/ process technological m ix for business units following different com petitive strategies. The results show that the allocation of funds toward product developm ent or process im provem ent is dependent upon the stage of the product life-cycle, the technological environm ent and the com petitive strategy of the business unit.