An attention-based view of real options reasoning

By Michael L. Barnett. 2008

274 citations recorded by the source corpus.

Subfields: Finance, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/63d39ec3e7516977bec4bad2ad181536b0b22ea3

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Citations in the corpus

The Social and Economic Mission of Social Enterprises: Dimensions, Measurement, Validation, and Relation (2015, background): “Firm behavior can be explained by looking at how firms distribute and regulate the attention of their decision makers (Barnett, 2008; Ocasio; Rhonda, Engleman, & Van de Ven, 2005).”
What I See, What I Do (2015, unknown): “According to the attention-based view of the firm, “What decision-makers do depends on where they focus their attention” (Barnett, 2008: 606).”
Cognitive Processes of Opportunity Recognition: The Role of Structural Alignment (2010, background): “…resources, organizational slack, or strategy of a firm (Chattopadhyay et al. 2001, Thomas and McDaniel 1990), or the use of prior knowledge (Dimov 2007b, Shane 2000, Shepherd and DeTienne 2005) and other individual or organizational resources and abilities (Barnett 2008, Cattani and Ferriani 2008).”
Should I quit my day job?: : A hybrid path to entrepreneurship (2014, background): “Yet, in most real-world scenarios, these assumptions are unre- alistic, leading to a scholarly push for researchers to incorporate decision maker characteristics and preferences into real options theory (e.g., Barnett, 2008).”
Why Stakeholders Ignore Firm Misconduct (2014, unknown): “…a meaningful and distinct cognitive action (Kiesler & Sproull, 1982; Starbuck & Milliken, 1988), and the linear flow is common to models of the “filtering process” by which unbounded environmental stimuli are honed down to a set of individual responses (e.g., Barnett, 2008; Hambrick & Mason, 1984).”
International Exposure Through Network Relationships: Implications for New Venture Internationalization (2013, methodology): “, 2005), real options reasoning (Barnett, 2008) and strategic change (Cho and Hambrick, 2006).”
Real Options in Management and Organizational Strategy: A Review of Decision‐making and Performance Implications (2012, unknown): “This specific argument is refined and developed by more recent studies (e.g. Miller 2002; Miller and Arikan 2004; Barnett 2005, 2008).”
Real Options Logic Revisited: The Performance Effects of Alternative Resource Allocation Regimes (2015, background): “This extends the debate on the usefulness of options perspectives (Adner & Levinthal, 2004b, 2004a; Barnett, 2008; Guler, 2007; Klingebiel, 2012; Kogut & Kulatilaka, 2004; McGrath et al., 2004; Tong & Reuer, 2007).”
Towards a schematic theory of entrepreneurial alertness (2013, unknown): “…less well-understood, are generally thought to comprise informal cultural norms that influence the kinds of things individuals are encouraged to pay attention to and formal mechanisms (such as reports and meetings) that the firm uses to guide the attention allocation of individuals (Barnett, 2008).”
Integrating agency and resource dependence theory: Firm profitability, industry regulation, and board task performance (2013, background): “Barnett (2008) provides additional theoretical backing to this stream of research, indicating that board configurations and actions are highly dependent on the set of internal and external conditions that firms face.”
Real options theory in strategic management (2017, background): “Abandon/exit Adner and Levinthal (2004) and Lee, Peng, and Barney (2007) Dixit (1989) and Chi (2000) Elfenbein and Knott (2015) and Arend and Seale (2005)”
Digital Technologies as External Enablers of New Venture Creation in the IT Hardware Sector (2018, background): “While other studies have paid at least tangential attention to temporal issues (Barnett, 2008), Ocasio did not, so we draw on the literature on intertemporal choice and decision-making (Read, 2004; Weber & Huettel, 2008) to supplement the standard ABV arguments .”
How CEO narcissism affects corporate social responsibility choice? (2019, background): “According to the attention-based view, what decision-makers do depend on where they allocate their limited attention (Ocasio, 1997; Barnett, 2008).”