Information Processing Approach in Organisational Cognitive Structures (original) (raw)
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Omega, 2003
Organizations would like to capture and merge the perceptions of key individuals into an organizational memory. Various cognitive mapping approaches have been used to identify and capture these perceptions. However, merging the cognitive maps of individuals into a collective cognitive map to represent the shared perceptions has been problematic. Due to the merging problems, the creation of collective cognitive maps is impractical for many organizational situations. In this paper, we describe and demonstrate a cognitive mapping based methodology and system that eliminates the merging problem, supports data collection, and provides data analyses to uncover both individual and collective cognitive maps.
MANAGERIAL COGNITION: A MISSING LINK IN STRATEGIC MANAGEMENT RESEARCH
Journal of Management Studies, 1989
This article explores the linkages between cognitive science and strategic management research. It begins by noting that Schendel and Hofer, in their classic work Strategic Management: A New View of Business Policy and Planning, implicitly assumed a cognitive basis for much of the strategy-making process but did little to systematize a cognitive approach. Next, the article examines the foundations of modern cognitive science. Several areas of recent research that are particularly relevant to strategic thinking are reviewed. The article concludes with a call for a more explicit cognitive emphasis in strategic management.
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Strategic Management Journal, 1994
In this paper, CEOs are considered as ‘cognizers’ charged with integrating views in the top management team; a role which should require high cognitive complexity especially in diversified multinational corporations. A methodology for studying top managers' cognitive complexity is described and then applied to a sample of 26 CEOs. The CEOs' cognitive maps of the structure and of the dynamics of their industry are analyzed in terms of their degree of complexity, in relation to the breadth of the business portfolio of the firm, its geographic scope and the links the firm has with foreign parents. The results of this exploratory test generally confirm the principle of requisite cognitive complexity, and reveal a new set of more precise hypotheses linking particular dimensions of the scope of the firm with particular dimensions of CEOs' cognitive complexity.
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MANAGERIAL COGNITION: A REVIEW AND RECONCEPTUALISATION, 2020
The managerial cognition construct has been used in strategic management literature to illustrate various organisational phenomena related to organisational capabilities building and strategic outcomes. This article reviews the relevant literature to determine key dimensions of this construct and offer a reconceptualisation of managerial cognition. Based on the dynamic theory and managerial cognition perspective, this article distinguishes between cognition of environment and cognition of resources as two subsets of managerial cognition. This article then advances that cognition of the environment and cognition of resources can differentially and complementarily influence the creation of capabilities of an organisation and its competitive advantage.
Cognitive Research in Strategic Management
This seminar aims at providing a research background and methodology for future PhD students who intend to study managerial and organizational cognition during their PhD thesis.
New Horizons in Managerial and Organizational Cognition, 2017
This book comprises the second volume in the recently launched New Horizons in Managerial and Organizational Cognition book series. Volume 1 (Sund, Galavan, & Huff, 2016), addressed the topic of strategic uncertainty. This second volume comprises a collection of contributions that variously report new methodological developments in managerial and organizational cognition, reflect critically on those developments, and consider the challenges that have yet to be confronted in order to further advance this exciting and dynamic interdisciplinary field. Contextualizing within an overarching framework the various contributions selected for inclusion in the present volume, in this-opening chapter we reflect more broadly on what we consider the most significant developments that have occurred over recent years and the most significant challenges that lie ahead.
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Handbook of Research on Effective Project Management through the Integration of Knowledge and Innovation, 2015
The purpose of this chapter is to examine the value of cognitive studies in the optimization of strategic management through improved information systems. To reach this objective, cognitive concepts and their developments are initially contrasted with learning, mediation, and skills development, and the experiences in companies, for example, are presented by applying the Structural Cognitive Modifiability Theory (SCMT) and the Mediated Learning Experience theory (MLE), which were developed through the Instrumental Enrichment Programs (IEP) created by Reuven Feuerstein in order to describe the trajectory through which a subject arrives at a solution to a problem. In conclusion, professions undergo profound changes of a complex and diverse nature as a result of the political, economic, and social situation that leads to interdependence and competition, requiring an overhaul of theories and educational practices in order to align the professional profiles with the social and productive demands that require independent reflective, creative, proactive professionals.
Academy of Management Review, 2014
Corporate sustainability confronts managers with tensions between complex economic, environmental, and social issues. Drawing on the literature on managerial cognition, corporate sustainability, and strategic paradoxes, we develop a cognitive framing perspective on corporate sustainability. We propose two cognitive frames-a business case frame and a paradoxical frame-and explore how differences between them in cognitive content and structure influence the three stages of the sensemaking processthat is, managerial scanning, interpreting, and responding with regard to sustainability issues. We explain how the two frames lead to differences in the breadth and depth of scanning, differences in issue interpretations in terms of sense of control and issue valence, and different types of responses that managers consider with regard to sustainability issues. By considering alternative cognitive frames, our argument contributes to a better understanding of managerial decision making regarding ambiguous sustainability issues, and it develops the underlying cognitive determinants of the stance that managers adopt on sustainability issues. This argument offers a cognitive explanation for why managers rarely push for radical change when faced with complex and ambiguous issues, such as sustainability, that are characterized by conflicting yet interrelated aspects.