Attention as the Mediator Between Top Management Team Characteristics and Strategic Change: The Case of Airline Deregulation

By Theresa S. Cho, Donald C. Hambrick. Organ. Sci., 2006

863 citations recorded by the source corpus.

Subfields: Accounting, Gender Studies, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4da877207633b4af21b5cea6489c33da1cc84741

How researchers see this paper

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

In Accounting

In Gender Studies

In Strategy and Management

Citations in the corpus

Top management attention to innovation: The role of search selection and intensity (2009, background): “For example, the upper echelons literature has suggested that TMT demographic background predicts attention patterns of executives (Cho & Hambrick, 2006).”
Environmental Context, Managerial Cognition, and Strategic Action: An Integrated View (2008, background): “…because it influences the degree of mindful attention that will be directed to a given environmental event (Weick, 1995) and influences the likelihood that any given environmental event will make it onto the firm’s strategic agenda (Cho and Hambrick, 2006; Dutton and Jackson, 1987; Huff, 1990).”
The Behavioral Theory of the Firm: Assessment and Prospects (2012, background): “Cho and Hambrick ( 2006 ) combine upper echelons theory with the attention-based view by examining the attentional orientation of top management team (TMT) members in the airline industry post-regulation.”
International attention and multinational enterprise performance (2008, background): “And it is by understanding how much time and effort they invest in the course of such activities that one gains evidence as to what constitutes their actual focus of attention (Bouquet & Birkinshaw, 2008; Cho & Hambrick, 2006; Hansen & Haas, 2001; Ocasio, 1997).”
Cognition and Renewal: Comparing CEO and Organizational Effects on Incumbent Adaptation to Technical Change (2009, background): “In this setting, the customers for both the old and the new technologies were the same, so we can say less about situations such as those discussed by Christensen and Bower (1996) in which new technologies would be initially targeted to a niche set of customers.”
What I See, What I Do (2015, background): “The attention allocation of major decision makers in a firm significantly influences the firm’s decisions and outcomes (Cho & Hambrick, 2006; Ocasio, 1997), including firm innovation.”
Corporate Governance Deviance (2016, positive): “Supporting this argument, Cho and Hambrick (2006) show in the airline deregulation context that firms with a more entrepreneurial attentional perspective are more likely to activate other strategies that they have become aware of, even when these choices may be less accessible (non-conforming).”
CEO Narcissism, Audience Engagement, and Organizational Adoption of Technological Discontinuities (2013, methodology): “Following from prior research indicating that managerial attention to an issue or domain tends to be followed by strategic actions in that domain (e.g., Kaplan, Murray, and Henderson, 2003; Cho and Hambrick, 2006), we propose the following:”
The Social and Economic Mission of Social Enterprises: Dimensions, Measurement, Validation, and Relation (2015, background): “As a result, the focus of attention has profound implications for the strategic orientation of an organization (Bouquet & Birkinshaw, 2008; Cho & Hambrick, 2006; Eggers & Kaplan; Ocasio; Tuggle, Sirmon, Reutzel, & Bierman, 2010).”
Do CEOs Matter to Firm Strategic Actions and Firm Performance? A Meta-Analytic Investigation Based on Upper Echelons Theory (2016, background): “CEOs with prior work experience in particular task areas attend to information that fits with this experience, leading to a preference for strategic actions in those areas (e.g., Cho & Hambrick, 2006; Ocasio, 2011).”
The Family Innovator's Dilemma: How Family Influence Affects the Adoption of Discontinuous Technologies by Incumbent Firms (2013, background): “Furthermore, low employee turnover reduces the diversity of frames and knowledge and, thus, stiffens mental models (Cho & Hambrick, 2006).”
An attention-based view of real options reasoning (2008, positive): “Similarly, Cho and Hambrick (2006) found that a change in the “rules of the game” (Ocasio, 1997)—from a regulated to a deregulated industry—shifted managerial attention at firms in the airline industry away from an internal orientation and toward an external market orientation, leading to recognitio”