The Competent Organization: A Psychological Analysis of the Strategic Management Process

By G. Hodgkinson, Paul Sparrow. 2002

192 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/835d80c78a37c9b3e6fab88c39ece1d99d6dd260

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Citations in the corpus

Cognitive Style and the Management of Small and Medium-Sized Enterprises (2004, background): “…question of whether effective managerial action is better served by ‘rational analysis’ or ‘creative intuition’ (Pondy 1983: 170) and whether ‘expert analytical judgements are better than intuitive ones, especially in situations of uncertainty’ (Hodgkinson and Sparrow 2002: 221, emphasis added).”
Causal Cognitive Mapping in the Organizational Strategy Field: A Comparison of Alternative Elicitation Procedures (2004, methodology): “A primary advantage of direct methods is that they obviate the need for cumbersome coding procedures and enable the researcher to focus the data collection on issues of concern to the investigation (Hodgkinson & Sparrow, 2002).”
More than a Metaphor: Organizational Identity Makes Organizational Life Possible (2003, background): “…1997; Tajfel, 1981); second, that they provide a basis for socially coordinated action (Reicher, 1982; Sherif, 1967; see also Hodgkinson, 2001; Hodgkinson and Sparrow, 2002), and third, that while they are often characterized by stability over time they are also context-dependent and hence…”
SOCIAL IDENTITY IN INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY: CONCEPTS, CONTROVERSIES AND CONTRIBUTIONS (2006, background): “…in the past decade or so, scholars have started pointing out the limits of rational choice models to explain behavior in organizations (e.g., Hodgkinson & Sparrow, 2002), and a range of research programs has competitively tested these arguments against alternative social-identitybased…”
How CFOs Determine Management Accounting Innovation: An Examination of Direct and Indirect Effects (2009, unknown): “…recent evidence from the Upper Echelon literature that interactions between organizational and environmental contingencies and top manager characteristics affect organizational outcomes, including innovation (Finkelstein and Hambrick, 1996; Hodgkinson and Sparrow, 2002; Carpenter et al., 2004).”
Role of Cognitive Styles in Business and Management: Reviewing 40 Years of Research (2012, unknown): “A number of industrial and organizational psychologists consider cognitive styles to be a fundamental factor determining individual and organizational behaviour (Hodgkinson 2003; Hodgkinson and Sparrow 2002; Streufert and Nogami 1989), seen by some as a critical variable influencing business and man”
Leaders' sensemaking under crises: Emerging cognitive consensus over time within management teams (2015, methodology): “Hodgkinson and Sparrow (2002), for example, report that the type of errors to be expected is related to the technique used to generate themaps.”
Microfoundations for Strategy: A Goal-Framing Perspective on the Drivers of Value Creation (2013, background): “Thus, strategic management scholars have long made use of psychology research (Hodgkinson & Sparrow, 2002), most notably behavioral decision theory as embodied in Cyert and March (1963) and reflected in the emergence of the “behavioral strategy” field (Bromiley, 2005; Gavetti, Levinthal & Ocasio,…”