CAUSAL AMBIGUITY, MANAGEMENT PERCEPTION, AND FIRM PERFORMANCE
By T. C. Powell, Dan Lovallo, Carmina Caringal. 2006
192 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Safety Research, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/b363fc56f8a9b3a67c02091f03b2e39e8b2395d4
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In Organizational Behavior and Human Resource Management
- John Joseph
- Mingxiang Li
- Maryam Ghasemaghaei
- Vibha Gaba
- Pankaj C. Patel
- Goran Calic
- Alfredo De Massis
- Thomas M. Zellweger
In Safety Research
In Strategy and Management
Citations in the corpus
- The Fog of Feedback: Ambiguity and Firm Responses to Multiple Aspiration Levels (2015, background): “Researchers (e.g., Powell et al., 2006) have begun to acknowledge the cognitive origins of causal ambiguity and its possible effect on firm performance, but the functional relationship between ambiguity and heterogeneous outcomes has been given little attention.”
- Assessing the impact of big data on firm innovation performance: Big data is not always better data (2020, background): “…role of blind luck in determining how firms acquire and develop unique, inimitable, non-substitutable, and valuable resources (Barney, 1986; Nelson & Winter, 1982), more recent conceptualizations have focused on the innovation process as inherently stochastic (Powell, Lovallo, & Caringal, 2006).”
- Jack of all, master of all? CEO generalist experience and firm performance (2019, background): “Characteristic ambiguity limits the alignment of novel strategies with internal competencies (Powell et al., 2006) because it results from a limited understanding of the interrelationships among firm competencies related to product development (West & Anderson, 1996), resource bundles (Wooldridge, S”