Conceptual note: Exploring the cognitive significance of organizational strategizing: A dual-process framework and research agenda

By G. Hodgkinson, I. Clarke. 2007

143 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a771882e317fb636795975814e9f7d2548613150

How researchers see this paper

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

In Experimental and Cognitive Psychology

1. Benedict Kemmerer
2. V. Narayanan
3. Lee J. Zane

In Organizational Behavior and Human Resource Management

1. Benedict Kemmerer
2. V. Narayanan
3. Cinzia Battistella
4. René Rohrbeck
5. Lee J. Zane
6. Eelko K. R. E. Huizingh

In Strategy and Management

1. Eelko K. R. E. Huizingh
2. Cinzia Battistella
3. Benedict Kemmerer
4. Lee J. Zane
5. Mary E. Thomson
6. V. Narayanan
7. Mandeep K. Dhami
8. René Rohrbeck

Citations in the corpus

• Caught in the crossfire: Dimensions of vulnerability and foreign multinationals' exit from war‐afflicted countries (2017, unknown): “Given the time constraints on decision making typical in crisis situations, moreover, knowledge and experience acquired from operating in other politically risky countries can help managers to grasp the context faster (Hodgkinson and Clarke, 2007).”
• Psychological foundations of dynamic capabilities: Reflexion and reflection in strategic management (2009, unknown): “One means of incorporating intuition into the repertoire of sensing capabilities is to configure decision making units so as to possess the requisite mixture of individuals with analytical and intuitive cognitive styles (Hodgkinson and Clarke, 2007).”
• Intuition in Management Research: A Historical Review (2012, unknown): “CEST has come to enjoy considerable prominence amongst management intuition researchers in the 2000s (e.g. Hodgkinson and Clarke, 2007; Hodgkinson et al, 2009; Leybourne and Sadler-Smith, 2006; Sinclair and Ashkanasy, 2005).”
• On the relevance of Cognitive Continuum Theory and quasirationality for understanding management judgment and decision making (2012, background): “The argument that people rely on intuitive and rational processes at the same time was also recently stressed in a strategic management context by Hodgkinson and Clarke (2007).”
• Corporate foresight: An emerging field with a rich tradition (2015, background): “We see three theoretical launching platforms for such research: • Managerial cognition, which emphasizes the role of the individual and group cognition in shaping perception and influencing decisionmaking (Hodgkinson and Clarke, 2007).”
• The Cognitive Perspective in Strategy: An Integrative Review (2011, methodology): “Efforts such as the dual-process framework (Hodgkinson & Clarke, 2007) illustrate some of these possibilities.”
• The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox Perspective (2017, unknown): “Their conjoint use thus often results in tension: in general, a rational (intuitive) decision maker cannot easily accommodate intuitive (rational) thinking (Hodgkinson & Clarke, 2007; Hodgkinson, Sadler-Smith, Burke, Claxton, & Sparrow, 2009; Salas, Rosen, & DiazGranados, 2010).”