New Horizons in Managerial and Organizational Cognition (original) (raw)
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Reflections on the First Five Volumes of New Horizons in Managerial and Organizational Cognition
Thinking about Cognition, 2021
No part of this book may be reproduced, stored in a retrieval system, transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without either the prior written permission of the publisher or a licence permitting restricted copying issued in the UK by The Copyright Licensing Agency and in the USA by The Copyright Clearance Center. Any opinions expressed in the chapters are those of the authors. Whilst Emerald makes every effort to ensure the quality and accuracy of its content, Emerald makes no representation implied or otherwise, as to the chapters' suitability and application and disclaims any warranties, express or implied, to their use.
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.
MANAGERIAL COGNITION: A REVIEW AND RECONCEPTUALISATION
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.
A Theory of Organizational Cognition: Principles and Concepts
2008
Organizations and the environment change over time. Not only change their structures and processes of functioning, but also the perspectives that researchers have about them over periods of time. Hence, scientists need to review theories of organizations in order to formulate new solutions to the problems of the present. It is in such a direction of thinking that this paper contributes by introducing new concepts, principles and propositions towards a theory of organizational cognition. It put forwards new perspectives about the organization and the environment, and also about the relations between them through the concept of cognition. From these backgrounds, this research also contributes by presenting the concepts of organizational intelligence and autonomy, hierarchic levels of cognition in organizational systems, along with cognitive definitions and complex models for the organization and the environment.
Organizational cognition: A critical perspective on the theories in use
In: Cowley S., Vallée-Tourangeau F. (eds) Cognition Beyond the Brain. Springer, 2017
This chapter is concerned with exploring the ontology of organisational cognition (OC) through conceptual mapping in order to recognise and understand what OC really is about. The objective is not to provide a comprehensive literature review of this area, but that of mapping the concept of OC so that the meaning of the terms can be defined and its field better determined. In so doing, the article considers several perspectives under which the domain of " organisation " interacts with or relate to " cognition " (or it does not do so). A table that summarises similarities and differences among approaches is then presented. This table is then used as a tool to demonstrate possible overlaps, gaps, and define possible directions for future research in the field.
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.
Cognition in organizational analysis: who's minding the store? Organization Studies
1993
This paper provides a framework for organizing research and theory on cognition as discussed in the managerial/organizational literature. Cognition is herein considered to be a property of systems and thereby independent of a specific level of analysis. Research on cognition can be classified on the basis of whether the main concern is with the structure or process of cognition and whether it attends to differences in cognitive style. Cognition is discussed across the individual, group and organizational levels of analysis. The theoretical and methodological issues which emerge are then explored. Future research directions are suggested. 1The increasing interest in the cognitive approach to organization analysis is based on the assumption that organizational behaviors are manifestations of cognitive phenomena. But beyond this assumption, researchers differ widely in their preferred level of analysis and methodological approach. Many insist that "organizations don't think o...
New Horizons in Managerial and Organizational Cognition Cognition and Innovation
2018
In this brief introduction, we reflect on the diversity of studies connecting cognition to innovation and the enormous potential that exists for further research. Research streams on cognition in organizations, innovation in organizations, and intraand entrepreneurship have developed in parallel over the past decades, with frequent touchpoints, notably in terms of theories of cognition informing studies on the processes of innovation and creativity. Cognition theories have thus been considered as micro-foundations of many theories of innovation. Here, we outline the many ways that theories of cognition can yield insights for studies of innovation and discuss the contributions of chapters comprising this third volume of New Horizons in Managerial and Organizational Cognition.
A Current and Future Agenda for Cognitive Research in Organizations
Journal of Management Studies, 1997
The study of cognition in organizational settings has expanded dramatically over the last decade in response to the interdisciplinary growth of cognitive science. The ®rst papers to appear generated great enthusiasm for the possible applications of a cognitive perspective but, understandably, focused on cognition itself, tended to work in the absence of empirical data, were sceptical about the possibility of de®ning collective cognition, and introduced too many similar but somewhat inconsistent concepts. The papers in this volume illustrate how we have moved beyond those early days in several critical areas, as detailed below.
Methodological insights in managerial cognition:applied cognitive task analysis
2008
This paper draws upon Naturalistic Decision Making’s (NDM) methodological insights into the nature of ‘working minds’ (Crandall, Klein and Hoffman, 2006). First, an overview of NDM in organizations in the last decade is provided, observing how management decision makers negotiate uncertainty and utilise their expertise in order to make sense of events. Second, the current methodological challenges faced by researchers examining organizational decision making and managerial cognition are outlined. Third, potential methodological advances for accessing managerial cognition are examined focusing upon developments in cognitive task analysis. Our contribution seeks to focus upon the way in which somewhat disparate areas of research may ‘cross-fertilise’ (McAndrew and Gore, 2006; Hodgkinson and Healey, 2008; Hodgkinson and Sparrow, 2002) in order to make more detailed sense of puzzles in managerial cognition and organizational decision thinking.