Cognition and Hierarchy: Rethinking the Microfoundations of Capabilities' Development

By Giovanni Gavetti. Organ. Sci., 2005

661 citations recorded by the source corpus.

Subfields: Business and International Management, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/35fed7d4203dbb36fe5f4756b54f0705f87a1064

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Business and International Management

In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Capabilities Unveiled: The Role of Ordinary Activities in the Evolution of Product Development Processes (2009, background): “Fo r pe rs on al u se o nl y, a ll ri gh ts r es er ve d. organizational agents (Felin and Foss 2005; Felin and Hesterly 2007; Gavetti 2005; Winter 2003, p. 994).”
Behavioral antecedents of coopetition: A synthesis and measurement scale (2020, background): “Our measure can be useful in studying the distribution of a coopetitive mindset and strategic rationale across the organizational hierarchy (Gavetti, 2005), in order to examine the distribution of perceptions about coopetition.”
Managing Joint Production Motivation: The Role of Goal Framing and Governance Mechanisms (2011, background): “…and work on cross-understanding (Huber & Lewis, 2010) capture the importance of overlapping knowledge and the interaction of beliefs for the coordination of actions and tasks (see also Gavetti, 2005) However, they do not explicitly address the specific motivation that underpins these processes.”
Testing the Principle of "Growth of the Fitter": The Relationship between Profits and Firm Growth (2005, background): “As Gavetti writes:“[the evolutionary economics] perspective’s need for a stark formal apparatus led to the choice of oversimplified behavioral foundations (Nelson and Winter, 1982), and the eects of this choice remain embedded in current theoretical and empirical work” ( Gavetti, 2005: 1).”
Beyond Collective Entities: Multilevel Research on Organizational Routines and Capabilities (2011, background): “The study emphasized the potential of conceptualizing capabilities as event sequences by tracing their evolution to individual actions, rather than treating them as collective entities (Abell, Felin, & Foss, 2008; Gavetti, 2005; Helfat et al., 2007).”
A Behavioral Theory of the Firm - 40 Years and Counting: Introduction and Impact (2007, background): “…cited simulation studies inspired by A Behavioral Theory (Axelrod 1984, Cohen et al. 1972, March 1991), as well as modern studies in the same tradition (Carley 1992, Siggelkow and Rivkin 2005, Gavetti 2005) or from different theoretical perspectives (Carroll and Harrison 1994, Carroll et al. 2006).”
Organizational Structure, Information Processing, and Decision-Making: A Retrospective and Road Map for Research (2020, background): “This gap originates from the fact that much of the prior research presents decisionmakers as “modelers” or “updaters” and takes a relatively passive approach to cognition (Gavetti, 2005: 614).”
Building Micro-Foundations for the Routines, Capabilities, and Performance Links (2007, positive): “…factor market dynamics (Makadok and Barney, 2001), inertia (Kaplan and Henderson, 2005), and firm-level heterogeneity (Felin and Hesterly, 2006; Gavetti, 2005) requires that substantial attention be paid to explanatory mechanisms that are located at the “micro-level,” that is, the level of…”
Meta-Synthesis of Qualitative Case Studies (2012, background): “By referring to dynamic capabilities from a managerial cognition approach (Gavetti, 2005), empirical studies have increasingly explored what managers interpret and act on and found that managerial perceptions affect the behavior toward the renewal of the firm’s resource base.”
The Cognitive Perspective in Strategy: An Integrative Review (2011, neutral): “Fiol, 1994; Gavetti, 2005; Gavetti & Levinthal, 2000; Hodgkinson et al., 1999; Markoczy, 2001; Regner, 2003; Smith, 1995; Tyler & Steensma, 1995; Vaara, Tienari, & Santti, 2003; Wright & Manning, 2004; YasaiArdekani & Nystrom, 1996.”
Crossing an Apparent Chasm: Bridging Mindful and Less-Mindful Perspectives on Organizational Learning (2006, background): “Variations in organizational mindfulness stem, in part, from differentiated role structures (Dearborn and Simon 1958, Gavetti 2005), but also from individuals’ finite capacity for mindfulness.”
CROSSROADS - Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments (2010, methodology): “We contribute a more active and process-based view of cognition than portrayed in prior work (Gavetti 2005), and we spotlight abstraction, cognitive variety, and interruption as the key cognitive microprocesses whereby leaders engage in “expert” higher-order thinking to mindfully balance efficiency ”
Cognitive Processes of Opportunity Recognition: The Role of Structural Alignment (2010, background): “Seen in this light, individual processes for recognizing opportunities are not only important for the birth of new firms, they are important for organizational strategy, adaptation, learning, and renewal (Crossan and Berdrow 2003, Gavetti 2005, Mosakowski 1998, Zott and Amit 2007).”