Cooperative Goal Interdependence Research Articles

Using and valuing accounting information : joint decision making between accountants and retail managers

Using accounting information can be complex and difficult because it requires joint decision making between two groups, accountants and line managers, whose different perspectives may interfere with communication and exchange. Interpersonal tension and mistrust may further intensify barriers to problem solving. Deutsch's theory of cooperation and competition was used to examine the interaction between managers and accountants as they made decisions with accounting information. Thirty-three managers from a large food retailer were interviewed on critical incidents. Structural equation and other results support the argument that cooperative goal interdependence induces an open-minded discussion of opposing views. This in turn results in productive decisions and strong relationships which in turn lead to appreciating and valuing the importance of collecting and using accounting and financial information. These relationships seemed to hold across accounting roles. Results were interpreted as suggesting that developing strongly cooperative goals and the skills of constructive controversy can facilitate productive problem solving between accountants and line managers.

Joint Hospital Management by Physicians and Nursing Administrators

The effectiveness of physician involvement in hospital management may depend on how physicians actually interact with nurses and administrators in management committees and other forums. The study on which this article is based used the theory of cooperative and competitive goal interdependence to analyze problem solving between physicians and nursing administrators.

Effects of Shared Responsibility and Goal Interdependence on Controversy and Decisionmaking Between Departments

Abstract The conditions under which departmental representatives constructively discuss their opposing positions was investigated. College students (N = 60) took the role of a department representative. Participants in the shared responsibility, compared to sole responsibility, condition indicated more openness by asking more questions and feeling more pressed to understand the other participants' arguments. Cooperative, compared to competitive, context induced participants to be more open-minded and more knowledgeable about opposing positions to develop favorable interpersonal relationships. Cooperative goal interdependence helped departmental representatives make effective use of opportunities to influence organizational decisionmaking.