Managing Cognition and Strategy: Issues, Trends and Future Directions

By Howard Thomas, Joseph Porac. 2002

148 citations recorded by the source corpus.

Subfields: Artificial Intelligence, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4ffd9e161d1dd08405156c5775252ae8d1d5932a

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Citations in the corpus

Strategic leadership in organizational crises: A review and research agenda (2021, background): “…look at personality traits used in prior studies on other strategic leaders in a crisis context—e.g., narcissism (Buyl et al., 2019)—or follow general strategic management research (e.g., Torchia et al., 2015) to examine additional personality traits that are particularly important for directors.”
Framing Contests: Strategy Making Under Uncertainty (2008, background): “An important agenda for this field is to understand better how cognitive frames affect outcomes (Fiol and Huff 1992; Huff 1990; Porac and Thomas 2002).”
Entrepreneurial leadership, capabilities and firm growth (2015, background): “Mental models are shaped, to a large extent, by knowledge and experience (Hodgkinson and Healey, 2008; Porac and Thomas, 2002).”
Cognitive Frames, Learning Mechanisms, and Innovation Ambidexterity* (2014, background): “They tend to think before making a decision, spend time evaluating the options, and consider and reflect on alternative solution possibilities that result in a collective interpretation of strategic decisions and subsequent action (Porac and Thomas, 2002).”
Enhancing the ability to think strategically: A learning model (2010, background): “perceptual filtering) rather than developers of strategic thinking (Porac and Thomas, 2002).”
Strategy-Process Research: What Have We Learned and What Is Still to Be Explored (2006, background): “These, in turn, will exert a great influence on the strategy process through shaping strategists’ environmental sensing capabilities, will influence the perception of strategic issues, and will affect the diagnosis of strategic issues (Porac & Thomas, 2002).”
Strategic Cognition and Issue Salience: Toward an Explanation of Firm Responsiveness to Stakeholder Concerns (2013, background): “OF ISSUE SALIENCE Strategic cognition is the study of organizational cognitive structures and decision processes in an attempt to understand strategic decision making (Narayanan et al., 2011; Porac & Thomas, 2002).”
Building a Culture That Encourages Strategic Thinking (2010, background): “Whetten and Clark (1996) advised that without such a grounding, experiential approaches to development will result in little more than a “pooling of ignorance” (p.”