Journal ArticleDOI
Ceos' cognitive maps and the scope of the organization
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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.Abstract:
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. Strategic problems and strategic decision making are complex (Mintzberg, Raisinghani, and Theo- ret, 1976; Lyles and Mitroff, 1981; Mason and Mitroff, 1981; Cray et al., 1991). Environments become more complex as international compe- tition and knowledge flows develop (Porter, 1986; Melin, 1992); and the scope of some diversified multinational companies (DMNCs) adds even greater complexity (Prahalad and Doz, 1987). Firms, industries and business environments may be considered as systems and their level of complexity can be conceived of in terms of systems theory: the number of elements in the system and the number of links betweenread more
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International expansion through start-up or through acquisition : An organizational learning perspective
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TL;DR: In this article, a learning perspective was brought to the literature examining whether firms expand internationally through start-ups or acquisitions, and the authors investigated how this strategic decision affects the performance of the companies.
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Making Use of Difference: Diversity, Debate, and Decision Comprehensiveness in Top Management Teams
TL;DR: In this article, the authors examined how top management team diversity variables and debate interacted to influence two measures of company financial performance and assessed the degree to which decision making was influenced by debate.
Journal ArticleDOI
PERSPECTIVE---Absorbing the Concept of Absorptive Capacity: How to Realize Its Potential in the Organization Field
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Internationalization and Firm Governance: The Roles of CEO Compensation, Top Team Composition, and Board Structure
TL;DR: Using the complementary lenses of information processing and agency theories, the authors test the proposition that the complexity resulting from a firm's degree of internationalization will be accomodated by the complexity of the firm itself.
Journal ArticleDOI
Top Management Teams, Global Strategic Posture, and the Moderating Role of Uncertainty
TL;DR: In this paper, the authors study the moderating role of uncertainty on top management team (TMT) demographic effects and find that TMT international experience, educational heterogeneity, and tenure heterogeneity are positively related to firms' global strategic postures, and functional heterogeneity exhibited a negative association.
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