Cognition and Renewal: Comparing CEO and Organizational Effects on Incumbent Adaptation to Technical Change

By J. Eggers, Sarah Kaplan. Organ. Sci., 2009

702 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5c20e65e7b0d447d103da07001e1d0bc8af5e40c

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Effects of an Advancing Tenure on CEO Cognitive Complexity (2020, background): “Numerous researchers have studied CEOs’ cognitive content, primarily via the attention-based view (Ocasio 1997, Cho and Hambrick 2006, Gavetti and Rivkin 2007, Eggers and Kaplan 2009), but the idea that CEO cognitive content might change as a function of tenure has not been explored.”
Flexing the Frame: TMT Framing and the Adoption of Non-Incremental Innovations in Incumbent Firms (2017, unknown): “For example, scholars might pair qualitative work with generalizable quantitative models to evaluate patterns of frame flexibility over time (e.g., Eggers & Kaplan, 2009).”
Renewal Through Reorganization: The Value of Inconsistencies Between Formal and Informal Organization (2009, unknown): “(Also see Tripsas (2009) and Eggers and Kaplan (2009) for managerial cognition perspectives on organizational change and renewal.”
Incumbent Adaptation to Technological Change: The Past, Present, and Future of Research on Heterogeneous Incumbent Response (2018, unknown): “Eggers and Kaplan (2009) also examined the effect of managerial cognition and the effect of organizational capabilities concurrently to understand how they interact with each other to shape an incumbent’s technology adoption.”
CEO Narcissism, Audience Engagement, and Organizational Adoption of Technological Discontinuities (2013, background): “Our study fails to corroborate prior findings of an association between managerial attention and subsequent strategic actions (e.g., Kaplan, Murray, and Henderson, 2003; Cho and Hambrick, 2006; Eggers and Kaplan, 2009).”
The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, unknown): “…and top management teams (TMTs) use in the deployment of DCs as well as how other individual characteristics and influence and impact the organizations ability to deploy DCs (Benner & Tripsas, 2012; Eggers & Kaplan, 2009; Gavetti, 2005; Hodgkinson & Healey, 2011; Kunc & Morecroft, 2010).”
The Family Innovator's Dilemma: How Family Influence Affects the Adoption of Discontinuous Technologies by Incumbent Firms (2013, background): ““Adoption speed” (in its overall definition) should be a time measure reflecting, for instance, the number of years from the time the first company makes an adoption investment to the time the focal firm makes an adoption investment (Eggers & Kaplan, 2009).”
Cognition and Capabilities: A Multi-Level Perspective (2013, background): “Attention signals the manager’s willingness to pursue a course of action, serving as a sign-post for the organization’s employees and stakeholders about the focus and orientation of the organization (Eggers & Kaplan, 2009; Ocasio, 1997).”
The Essence of Dynamic Capabilities and their Measurement (2018, unknown): “2011), top manager’s attention to new opportunities (Eggers and Kaplan 2009; Kaplan 2008) and employees’ credentials, such as their education level (Doving and Gooderham 2008), participation in training (Kok and Ligthart 2014), previous professional experience (Lampel and Shamsie 2003) or…”
A systematic approach to conducting review studies: An assessment of content analysis in 25years of IB research (2017, background): “In the organization studies field, scholars have often used annual reports to study firms’ strategic intentions and letter to shareholders to measure CEO attention (Duriau et al., 2007; Eggers & Kaplan, 2009; Gamache, Mcnamara, Mannor & Johnson, 2015).”
The Social and Economic Mission of Social Enterprises: Dimensions, Measurement, Validation, and Relation (2015, background): “…of attention on learning processes (Rerup, 2009), headquarters–subsidiary relationships (Ambos, Andersson, & Birkinshaw, 2010), entry into new markets (Eggers & Kaplan, 2009), formation of service orientation in the business strategy (Gebauer, 2009), and innovation (Yadav, Prabhu, & Chandy, 2007).”