A Selective Review of Time Assumptions in Strategy Research

By Elaine Mosakowski, P. Earley. 2000

289 citations recorded by the source corpus.

Concepts of time vary dramatically across individuals and cultures. We draw from work in anthropology, psychology, sociology, and management to identify five time dimensions that guide our review and discussion of dynamic strategic management research. Although strategy researchers incorporate time in many ways, they generally ignore a subjective view of time and the temporal perceptions of actors in their models. We conclude by suggesting how strategy researchers and practitioners can incorporate an unambiguous and multifaceted view of time explicitly into their work.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/2118f94be02dda8d4db0ade6aa9876bbfd78c4b9

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Relying on Trust in Cooperative Inter-Organizational Relationships (2006, background): “Oliver and Ebers (1998) reviewed 198 articles that dealt with what we describe as cooperative Inter-Organizational Relationships (IORs)7, and proposed that four basic research perspectives were at work: social network, power and control, institutional, and transactions cost economics (TCE).”
Managerial myopia or systemic short‐termism? (2004, background): “Time is one of the most fundamental considerations in management decision-making and in organizations (Mosakowski and Earley, 2000).”
Scientific Contributions of Within-Person Research in Management: Making the Juice Worth the Squeeze (2018, background): “Time has been incorporated into organizational research in many ways, and there are a number of theoretical perspectives related to time (Gersick, 1988; Mosakowski & Earley, 2000).”
Tensions in Corporate Sustainability: Towards an Integrative Framework (2014, unknown): “A spatial separation strategy is based on the notion that there is a difference between different time perceptions across organisational levels (Mosakowski and Earley 2000).”
The “Other” Time: A Review of the Subjective Experience of Time in Organizations (2020, background): “To this point, some have noted that organizational research tends to emphasize objective time over subjective time (cf. Bluedorn & Denhardt, 1988; Cronin, Weingart, & Todorova, 2011; George & Jones, 2000; Kunisch, Bartunek, Mueller & Huy, 2017; McGrath & Rotchford, 1983; Mosakowski & Earley, 2000).”
Short- and Long-Term Performance Feedback and Absorptive Capacity (2015, background): “…in work arguing that there is a clear need to consider the “futuredepth” of the impact of performance feedback on strategic choice (Denrell, Fang, & Levinthal, 2004; Levinthal & March, 1993) and that time is an acknowledged reference point in the strategy literature (Mosakowski & earley, 2000).”
Happiness, Health, or Relationships? Managerial Practices and Employee Well-Being Tradeoffs (2007, background): “Organizations that train managers to carefully consider longer time horizons for the effects of their practices (Bluedorn & Standifer, 2006) and select managers oriented toward future thinking (Mosakowski, 2000) may increase the likelihood that managerial practices will be beneficial to employee wel”
Corporate Governance in China: A Meta‐Analysis (2018, methodology): “Therefore, we incorporate an objective view of time such that we rely upon it as a proxy for gradual market reforms (Mosakowski and Earley, 2000).”