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Patrick Lemaire - One of the best experts on this subject based on the ideXlab platform.
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sequential modulations of poorer Strategy effects during Strategy Execution an event related potential study in arithmetic
Brain and Cognition, 2014Co-Authors: Thomas Hinault, Stephane Dufau, Patrick LemaireAbstract:When participants accomplish cognitive tasks, they obtain poorer performance if asked to execute a poorer Strategy than a better Strategy on a given problem. These poorer-Strategy effects are smaller following Execution of a poorer Strategy relative to following a better Strategy. To investigate ERP correlates of sequential modulations of poorer-Strategy effects, we asked participants (n=20) to accomplish a computational estimation task (i.e., provide approximate products to two-digit multiplication problems like 38×74). For each problem, they were cued to execute a better versus a poorer Strategy. We found event-related potentials signatures of sequential modulations of poorer-Strategy effects in two crucial windows (i.e., between 200 and 550 ms and between 850 and 1250 ms) associated with executive control mechanisms and allowing conflict monitoring between the better and the cued Strategy. These results have important implications on theories of strategies as they suggest that sequential modulations of poorer-Strategy effects involve earlier as well as later mechanisms of cognitive control during Strategy Execution.
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effects of Strategy sequences and response stimulus intervals on children s Strategy selection and Strategy Execution a study in computational estimation
Psychological Research-psychologische Forschung, 2014Co-Authors: Patrick Lemaire, Fleur BrunAbstract:The present study investigates how children's better Strategy selection and Strategy Execution on a given problem are influenced by which Strategy was used on the immediately preceding problem and by the duration between their answer to the previous problem and current problem display. These goals are pursued in the context of an arithmetic problem solving task. Third and fifth graders were asked to select the better Strategy to find estimates to two-digit addition problems like 36 ? 78. On each prob- lem, children could choose rounding-down (i.e., rounding both operands down to the closest smaller decades, like doing 40 ? 60 to solve 42 ? 67) or rounding-up strategies (i.e., rounding both operands up to the closest larger dec- ades, like doing 50 ? 70 to solve 42 ? 67). Children were tested under a short RSI condition (i.e., the next problem was displayed 900 ms after participants' answer) or under a long RSI condition (i.e., the next problem was displayed 1,900 ms after participants' answer). Results showed that both Strategy selection (e.g., children selected the better Strategy more often under long RSI condition and after selecting the poorer Strategy on the immediately preceding problem) and Strategy Execution (e.g., children executed Strategy more efficiently under long RSI condition and were slower when switching Strategy over two consecutive prob- lems) were influenced by RSI and which Strategy was used on the immediately preceding problem. Moreover, data showed age-related changes in effects of RSI and Strategy sequence on mean percent better Strategy selection and on Strategy performance. The present findings have important theoretical and empirical implications for our understanding of general and specific processes involved in Strategy selection, Strategy Execution, and strategic development.
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Sequential modulations of poorer-Strategy effects during Strategy Execution: An event-related potential study in arithmetic
Brain and Cognition, 2014Co-Authors: Thomas Hinault, Stephane Dufau, Patrick LemaireAbstract:When participants accomplish cognitive tasks, they obtain poorer performance if asked to execute a poorer Strategy than a better Strategy on a given problem. These poorer-Strategy effects are smaller following Execution of a poorer Strategy relative to following a better Strategy. To investigate ERP correlates of sequential modulations of poorer-Strategy effects, we asked participants (n = 20) to accomplish a computational estimation task (i.e., provide approximate products to two-digit multiplication problems like 38 x 74). For each problem, they were cued to execute a better versus a poorer Strategy. We found event-related potentials signatures of sequential modulations of poorer-Strategy effects in two crucial windows (i.e., between 200 and 550 ms and between 850 and 1250 ms) associated with executive control mechanisms and allowing conflict monitoring between the better and the cued Strategy. These results have important implications on theories of strategies as they suggest that sequential modulations of poorer-Strategy effects involve earlier as well as later mechanisms of cognitive control during Strategy Execution. (C) 2014 Elsevier Inc. All rights reserved.
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sequential difficulty effects during Strategy Execution
Experimental Psychology, 2012Co-Authors: Kim Uittenhove, Patrick LemaireAbstract:In two experiments, we tested the hypothesis that Strategy performance on a given trial is influenced by the difficulty of the Strategy executed on the immediately preceding trial, an effect that we call Strategy sequential difficulty effect. Participants' task was to provide approximate sums to two-digit addition problems by using cued rounding strategies. Results showed that performance was poorer after a difficult Strategy than after an easy Strategy. Our results have important theoretical and empirical implications for computational models of Strategy choices and for furthering our understanding of strategic variations in arithmetic as well as in human cognition in general.
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do working memory executive components mediate the effects of age on Strategy selection or on Strategy Execution insights from arithmetic problem solving
Psychological Research-psychologische Forschung, 2007Co-Authors: Sandrine Duverne, Patrick Lemaire, Andre VandierendonckAbstract:Younger and older adults performed an inequality verification task (7+6 < 15, Yes/No?) in a control condition and in a dual-task condition where they simultaneously performed an executive-component task. Arithmetic-problem characteristics were manipulated in order to test Strategy selection (i.e., choice of appropriate strategies in order to improve performance) and Strategy Execution (i.e., performance of the cognitive processes involved in each Strategy). Results revealed that Strategy selection changes with age: Older adults mainly selected one type of strategies in contrast to younger adults who used several types of strategies. These age-related changes were similar in the control and dual-task conditions. Strategy Execution also changed with age, as shown by larger age-related differences on hardest problems. These age-related changes were larger in the dual-task condition, compared to the control condition. This impact of executive components as mediator of age-related changes depended on general age-related slowing. We discuss these findings in order to further understand the effects of age on arithmetic performance.
Amit Kumar Srivastava - One of the best experts on this subject based on the ideXlab platform.
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Alignment: the foundation of effective Strategy Execution
International Journal of Productivity and Performance Management, 2017Co-Authors: Amit Kumar Srivastava, SushilAbstract:Purpose Understanding a lack of Strategy Execution research, especially a lack of Execution frameworks, the purpose of this paper is to focus on building a model of one of the most classic aspects of effective Strategy Execution, i.e. alignment. The proposed framework of alignment demonstrates linkages among different factors of alignment and suggests a managerial action plan to successfully convert strategic goals into Execution performance. Design/methodology/approach This study develops an empirically tested framework of “alignment” that can be used to plan effective Strategy Execution. The research context of the study is the firms operating in the infrastructure sector of India. A multi-method approach, combining qualitative and quantitative techniques, has been adopted with emphasis on the interpretation of the framework to suggest managerial actions. Findings This study shows that structure-Strategy linkage is the most fundamental task of Strategy Execution. However, there are other aspects of alignment also that are critical. Also, there exist hierarchical relationships among different alignments. The structural understanding of alignment is required to set strong foundation for Execution process. Research limitations/implications This study is limited to firms in the infrastructure sector of India. A questionnaire survey approach may invite some bias in response. Also, a large sample size could have been more useful to generalize findings. The proposed framework in this study suggest that the alignment of structure with Strategy is important but not sufficient for effective Strategy Execution. There exist hierarchical relationships, among the factors of alignment, showing a dependence-driving relationship. Practical implications Strategy Execution is one of the biggest challenges that corporations have been facing. The existing literature has identified many issues leading to effective Strategy Execution. The “alignment” aspect of Execution has been the most talked about. There are different levels of alignment required for successful Strategy Execution. Literature suggests some of the key areas of alignment. However, there has been a lack of frameworks demonstrating linkages among different alignments to facilitate effective Strategy Execution. Originality/value There is a lack of Strategy Execution frameworks, especially reflecting on the alignment aspect of Strategy Execution. This study focuses not only on “how” of the framework development but also on the “why” aspect of the same. The interpretation approach also helps in pondering on the contextual realities.
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Strategy Execution Act: Channelizing Strategy ExecutionOperations into Actions
2017Co-Authors: Amit Kumar SrivastavaAbstract:There have been studies that point out key issues in people management to convert Strategy Execution operations and processes into the actions and finally into the results. However, there is a lack of frameworks to demonstrate linkages among people related issues in the context of Strategy Execution. This study extends the ‘Act’ perspective to investigate Strategy Execution and develop a framework of ‘Strategy Execution act’. The existing studies have predominantly been conducted on firms operating in matured market. Therefore, a study on the firms operation in emerging market such India adds value to the existing literature. The study adopts multi-method approach combining quantitative and qualitative techniques. The proposed framework explains managerial implications in terms of channelizing Strategy Execution operations into actions and results.
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Modeling organizational and information systems for effective Strategy Execution
Journal of Enterprise Information Management, 2015Co-Authors: Amit Kumar Srivastava, SushilAbstract:Purpose – The purpose of this paper is to develop a model of automate for effective Strategy Execution. Design/methodology/approach – Both exploratory and confirmatory modes of research using exploratory factor analysis, total interpretive structure modeling, and t-test techniques have been conducted. Findings – In the context of effective Strategy Execution, the organization support system has most driving power affecting appropriateness of other automate systems. On the other hand, the effective design and deployment of control and monitoring system dependent on other systems. The control and monitoring directly affects the success of Strategy Execution while the other systems affect Execution through structural mediation suggested by the proposed model. Research limitations/implications – Though this study adopts multiple research methods, a comparatively large sample size would be more useful. The study also faces subjective limitation of the research context. There is possibility of participant’s bia...
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Flexible Strategy Game-card Framework for Effective Strategy Execution
Flexible Systems Management, 2014Co-Authors: Amit Kumar Srivastava, SushilAbstract:The past two decades have been characterized by increasing pace and complexities of change and, therefore, pose innumerable challenges for organization success. Flexibility has emerged as the prime response to such a turbulent situation. The focus of flexibility has been more on Strategy formulation, although it is more critical in Strategy Execution. The “flexible Strategy game-card” is an integrative framework of seamless Strategy formulation and Execution. This study is an attempt to empirically test the “flexible Strategy game-card” framework and demonstrates how flexibility in the Execution variables leads to better organization performance from the perspectives of both the enterprise and customer. The Execution variables have been identified on the basis of literature review and discussion with the corporate practitioners. The self-administered questionnaire is used for the empirical study. Finally, this chapter discusses the managerial implications of the research findings and suggests future scope of research.
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modelling drivers of adapt for effective Strategy Execution
The Learning Organization, 2014Co-Authors: Amit Kumar SrivastavaAbstract:Purpose – The purpose of this study is to develop a framework for “Adapt” in the context of Strategy Execution. Design/methodology/approach – Both exploratory and confirmatory modes of research using Confirmatory Factor Analysis, Interpretive Structure Modeling, Total Interpretive Structural Modeling and t-test methods have been conducted. Findings – The conceptualization of learning and learning organization can only be possible when organization develops adaptive culture. When an organization becomes learning organization, it starts becoming vital by adopting flexibility wherever and whenever it is required. This vitalization process helps organization use successfully the frameworks of Strategy Execution. Research limitations/implications – In many cases the Balance Score Card could not succeed. Our study suggests that the adaptive culture gives impetus for learning and growth suggested in balanced scorecard (BSC) and adapt suggested in Management System. This study is more an exploratory effort with l...
Sushil - One of the best experts on this subject based on the ideXlab platform.
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Alignment: the foundation of effective Strategy Execution
International Journal of Productivity and Performance Management, 2017Co-Authors: Amit Kumar Srivastava, SushilAbstract:Purpose Understanding a lack of Strategy Execution research, especially a lack of Execution frameworks, the purpose of this paper is to focus on building a model of one of the most classic aspects of effective Strategy Execution, i.e. alignment. The proposed framework of alignment demonstrates linkages among different factors of alignment and suggests a managerial action plan to successfully convert strategic goals into Execution performance. Design/methodology/approach This study develops an empirically tested framework of “alignment” that can be used to plan effective Strategy Execution. The research context of the study is the firms operating in the infrastructure sector of India. A multi-method approach, combining qualitative and quantitative techniques, has been adopted with emphasis on the interpretation of the framework to suggest managerial actions. Findings This study shows that structure-Strategy linkage is the most fundamental task of Strategy Execution. However, there are other aspects of alignment also that are critical. Also, there exist hierarchical relationships among different alignments. The structural understanding of alignment is required to set strong foundation for Execution process. Research limitations/implications This study is limited to firms in the infrastructure sector of India. A questionnaire survey approach may invite some bias in response. Also, a large sample size could have been more useful to generalize findings. The proposed framework in this study suggest that the alignment of structure with Strategy is important but not sufficient for effective Strategy Execution. There exist hierarchical relationships, among the factors of alignment, showing a dependence-driving relationship. Practical implications Strategy Execution is one of the biggest challenges that corporations have been facing. The existing literature has identified many issues leading to effective Strategy Execution. The “alignment” aspect of Execution has been the most talked about. There are different levels of alignment required for successful Strategy Execution. Literature suggests some of the key areas of alignment. However, there has been a lack of frameworks demonstrating linkages among different alignments to facilitate effective Strategy Execution. Originality/value There is a lack of Strategy Execution frameworks, especially reflecting on the alignment aspect of Strategy Execution. This study focuses not only on “how” of the framework development but also on the “why” aspect of the same. The interpretation approach also helps in pondering on the contextual realities.
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Modeling organizational and information systems for effective Strategy Execution
Journal of Enterprise Information Management, 2015Co-Authors: Amit Kumar Srivastava, SushilAbstract:Purpose – The purpose of this paper is to develop a model of automate for effective Strategy Execution. Design/methodology/approach – Both exploratory and confirmatory modes of research using exploratory factor analysis, total interpretive structure modeling, and t-test techniques have been conducted. Findings – In the context of effective Strategy Execution, the organization support system has most driving power affecting appropriateness of other automate systems. On the other hand, the effective design and deployment of control and monitoring system dependent on other systems. The control and monitoring directly affects the success of Strategy Execution while the other systems affect Execution through structural mediation suggested by the proposed model. Research limitations/implications – Though this study adopts multiple research methods, a comparatively large sample size would be more useful. The study also faces subjective limitation of the research context. There is possibility of participant’s bia...
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Flexible Strategy Game-card Framework for Effective Strategy Execution
Flexible Systems Management, 2014Co-Authors: Amit Kumar Srivastava, SushilAbstract:The past two decades have been characterized by increasing pace and complexities of change and, therefore, pose innumerable challenges for organization success. Flexibility has emerged as the prime response to such a turbulent situation. The focus of flexibility has been more on Strategy formulation, although it is more critical in Strategy Execution. The “flexible Strategy game-card” is an integrative framework of seamless Strategy formulation and Execution. This study is an attempt to empirically test the “flexible Strategy game-card” framework and demonstrates how flexibility in the Execution variables leads to better organization performance from the perspectives of both the enterprise and customer. The Execution variables have been identified on the basis of literature review and discussion with the corporate practitioners. The self-administered questionnaire is used for the empirical study. Finally, this chapter discusses the managerial implications of the research findings and suggests future scope of research.
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Adapt: A Critical Pillar of Strategy Execution Process
Organisational Flexibility and Competitiveness, 2014Co-Authors: Amit Kumar Srivastava, SushilAbstract:One of the biggest organizational challenges has been the successful Strategy Execution. The lack of research on Strategy Execution has been the reason for poor state of Strategy Execution. Change, both within and outside the organization, increases the challenge of Execution. The available literature on Strategy Execution talks in very limited sense about how to cope up with changes, i.e. the adapt aspect of Strategy Execution. This study identifies the dimensions/variables of adapt in the context of Strategy Execution and develop a framework to shows the linkages among the identified dimensions/variables. The study undertakes both the exploratory (broadly qualitative in nature) and confirmatory (quantitative in nature) research methods to propose the framework of adapt. The study contributes in a unique way by providing a clear roadmap to deal with different aspects of adapt in Strategy Execution process.
Timothy C. Rickard - One of the best experts on this subject based on the ideXlab platform.
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the temporal dynamics of Strategy Execution in cognitive skill learning
Journal of Experimental Psychology: Learning Memory and Cognition, 2009Co-Authors: Daniel Bajic, Timothy C. RickardAbstract:The transition from algorithmic to memory-based performance is a core component of cognitive skill learning. There has been debate about the temporal dynamics of Strategy Execution, with some models assuming a race (i.e., independent, capacity unconstrained parallel processing) between algorithm and retrieval, and others assuming a choice mechanism. The authors investigated this issue using a new approach that allows the latency of each algorithm step to be measured, in turn providing new insight into (a) whether there is slowing of 1 or more algorithm steps on trials immediately preceding the 1st retrieval trial for an item, as might be expected if there is a competitive Strategy Execution process of some type other than a race, and (b) whether there is partial algorithm completion on retrieval trials, as would be expected if the 2 strategies are executed in parallel. Results are uniquely consistent with a Strategy choice mechanism involving a competition between the retrieval Strategy and the 1st step of the algorithm.
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Strategy Execution in cognitive skill learning an item level test of candidate models
Journal of Experimental Psychology: Learning Memory and Cognition, 2004Co-Authors: Timothy C. RickardAbstract:This article investigates the transition to memory-based performance that commonly occurs with practice on tasks that initially require use of a multistep algorithm. In an alphabet arithmetic task, item response times exhibited pronounced step-function decreases after moderate practice that were uniquely predicted by T. C. Rickard's (1997) component power laws model. The results challenge parallel Strategy Execution models as developed to date and they demonstrate that the shift to retrieval is an item-specific, as opposed to task-general, learning phenomenon. The results also call into question the entire class of smooth speed-up functions as global empirical learning laws. It is shown that overlaying of averaged item fits on averaged data can provide a sensitive test for model sufficiency. Strategy probes agreed with Strategy inferences that were based on step-function speed-up patterns, supporting the validity of the probing technique.
Sandrine Duverne - One of the best experts on this subject based on the ideXlab platform.
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do working memory executive components mediate the effects of age on Strategy selection or on Strategy Execution insights from arithmetic problem solving
Psychological Research-psychologische Forschung, 2007Co-Authors: Sandrine Duverne, Patrick Lemaire, Andre VandierendonckAbstract:Younger and older adults performed an inequality verification task (7+6 < 15, Yes/No?) in a control condition and in a dual-task condition where they simultaneously performed an executive-component task. Arithmetic-problem characteristics were manipulated in order to test Strategy selection (i.e., choice of appropriate strategies in order to improve performance) and Strategy Execution (i.e., performance of the cognitive processes involved in each Strategy). Results revealed that Strategy selection changes with age: Older adults mainly selected one type of strategies in contrast to younger adults who used several types of strategies. These age-related changes were similar in the control and dual-task conditions. Strategy Execution also changed with age, as shown by larger age-related differences on hardest problems. These age-related changes were larger in the dual-task condition, compared to the control condition. This impact of executive components as mediator of age-related changes depended on general age-related slowing. We discuss these findings in order to further understand the effects of age on arithmetic performance.
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Working memory, Strategy Execution, and Strategy selection in mental arithmetic.
Quarterly Journal of Experimental Psychology, 2007Co-Authors: Ineke Imbo, Sandrine Duverne, Patrick LemaireAbstract:A total of 72 participants estimated products of complex multiplications of two-digit operands (e.g., 63 × 78), using two strategies that differed in complexity. The simple Strategy involved rounding both operands down to the closest decades (e.g., 60 × 70), whereas the complex Strategy required rounding both operands up to the closest decades (e.g., 70 × 80). Participants accomplished this estimation task in two conditions: a no-load condition and a working-memory load condition in which executive components of working memory were taxed. The choice/no-choice method was used to obtain unbiased Strategy Execution and Strategy selection data. Results showed that loading working-memory resources led participants to poorer Strategy Execution. Additionally, participants selected the simple Strategy more often under working-memory load. We discuss the implications of the results to further our understanding of variations in Strategy selection and Execution, as well as our understanding of the impact of working-...
