CEO Cognition in Strategy Research
TL;DR: In this article, the authors discuss the constituency addressed by the CEO in performing his/her job function, and present a set of propositions based on extant research that ultimately shapes the lines of inquiry regarding the contribution of managerial cognition to strategy.
Abstract: Cognitive considerations arising from the functions of the Chief Executive Officer appear to have been ignored in strategy research. Taking a cue from Freeman’s stakeholder theory, I discuss the constituencies addressed by the CEO in performing his/her job function. I present a set of propositions based on extant research. I endeavor to commence a conversation that ultimately shapes the lines of inquiry regarding the contribution of managerial cognition to strategy.
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01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.
2,134 citations
TL;DR: I like to consider search procedures as those processes that are employed to locate relevant information in time, in space, and in kind, often against apparently insurmountable odds.
Abstract: Particularly because of the great amount of information that a social memory can contain, relevant information is quite often difficult to find and these difficulties become even larger when the needed information is dispersed widely in time and in space or when special barriers are erected to protect such information from being discoverd. I like to consider search procedures as those processes that are employed to locate relevant information in time, in space, and in kind, often against apparently insurmountable odds. Research and development problems provide the most prototypical examples of situations in which efficient search procedures are decisive in bridging an existing information gap. In order to incorporate into a design as much information as possible, it is quite common that a very large number of reports may have to be read, most being irrelevant in fact. Finding a solution then depends not so much on the retrieval of information rather on the efficiency of the search procedure available. Because research reports tend to be somewhat more standardized (at least clearly distinct and written in the same medium) computers have already provided useful selection aids for literature references. Another problem of search is criminal detection. This may involve identifying one out of thousands of widely dispersed and highly mobile suspects. Among the many clues that may become available during an investigation, most are likely to be unproductive and the successful conclusion of a case presumably depends on following the right clues early enough and without being sidetracked. Related to such situations is the problem which many intelligence departments face when trying to obtain information that someone else deliberately hides or encodes into an unrecognizable cipher. Less extreme though socially probably more
48 citations
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TL;DR: In this paper, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.
32,981 citations
01 Mar 2010
18,472 citations
Book•
01 Jan 1984TL;DR: The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive as mentioned in this paper.
Abstract: Part I. The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Stakeholder management: framework and philosophy Part II. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies Part III. Implications for Theory and Practice: 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive.
17,404 citations
TL;DR: In this article, a model for the description of rational choice by organisms of limited computational ability is proposed, and the model is used to describe rational choice in organisms with limited computational abilities.
Abstract: : A model is proposed for the description of rational choice by organisms of limited computational ability.
13,457 citations
Book•
01 Jan 1963
TL;DR: In this paper, the authors present an overview of basic concepts in the Behavioral Theory of the Firm, and present a specific price and output model for a specific type of products. But they do not discuss the relationship between the two concepts.
Abstract: List of Tables and Figures. Acknowledgements. Preface to Second Edition. 1. Introduction. 2. Antecedents of the Behavioral Theory of the Firm. 3. Organizational Goals. 4. Organizational Expectations. 5. Organizational Choice. 6. A Specific Price and Output Model. 7. A Summary of Basic Concepts in the Behavioral Theory of the Firm. 8. Some Implications. 9. An Epilogue. Index.
8,897 citations