Psychological foundations of dynamic capabilities: Reflexion and reflection in strategic management

By G. Hodgkinson, M. Healey. 2009

672 citations recorded by the source corpus.

Subfields: Artificial Intelligence, Management Science and Operations Research

View Paper: https://www.semanticscholar.org/paper/c544d23574897e48947a56051df8666a47687b1f

How researchers see this paper

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

In Artificial Intelligence

In Management Science and Operations Research

Citations in the corpus

Legitimacy‐as‐Feeling: How Affect Leads to Vertical Legitimacy Spillovers in Transnational Governance (2014, neutral): “In line with recent research that has examined the role of emotion in organizations and institutions (Dane and Pratt, 2007; Elfenbein, 2007; Hodgkinson and Healey, 2008, 2011; Muller et al., 2014; Scott, 2008; Voronov and Vince, 2012), we argue that intuiters will utilize an affect heuristic…”
Sensemaking and emotion in organizations (2013, background): “…been acknowledged as important in explaining variation in key cognitive and social processes, influencing how events are interpreted (Schwarz & Clore, 2007), beliefs revised (Hodgkinson & Healey, 2011; Lieberman, 2000), decisions made (Forgas, 1995), and strategy implemented (Huy, 2011).”
Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research (2018, background): “Group Friedman et al. (2016), Hodgkinson and Healey (2011) Firm Coen and Maritan (2011), Rahmandad (2012) Beyond firm boundaries Dyer and Nobeoka (2000), Kim, Cavusgil, and Cavusgil (2013) Antecedents Drivers/sources of dynamic capabilities Experience Direct contact with or observation of facts or…”
The Study of Bias in Entrepreneurship (2017, background): “22 ENTREPRENEURSHIP THEORY and PRACTICE Simple cognitively effortful debiasing attempts can actually exacerbate bias, and such alleviating of bias involves cognitive and emotional capabilities (Hodgkinson & Healey, 2011).”
Entrepreneurial leadership, capabilities and firm growth (2015, background): “…capabilities within the wider organization requires the development and refinement of routines for identification and exploitation of opportunities (e.g. Eisenhardt and Martin, 2000; Feldman and Pentland, 2003; Hodgkinson and Healey, 2011; Teece, 2007; Teece et al., 1997; Zollo and Winter, 2002).”
Understanding intuition: The case for two forms of intuition (2012, background): “We see two reasons for this: (1) intuition is the perhaps least understood aspect of managerial cognition (Hodgkinson and Healey, 2011) and (2) without understanding intuition it is impossible to develop any meaningful conceptualization of cognition.”
Dynamic Managerial Capabilities (2015, background): “Managerial cognition consists of mental models and beliefs (also termed “knowledge structures”; Eggers & Kaplan, 2013; Walsh, 1995), mental processes (and managerial cognitive capabilities; Helfat & Peteraf, in press), and emotions (Hodgkinson & Healey, 2011).”
Flexing the Frame: TMT Framing and the Adoption of Non-Incremental Innovations in Incumbent Firms (2017, neutral): “…innovations, like most objects of framing, can elicit multiple, and even conflicting, meanings, particularly as the TMT positions the innovation in light of the firm’s existing strategy, product portfolio, capabilities, and business model (Helfat et al., 2009; Hodgkinson & Healey, 2011).”
Imagination and Creativity in Organizations (2018, background): “…regarding creativity within practices and routines (Sonenshein, 2016) by arguing that members not only use reflection (Hargadon & Bechky, 2006; Hodgkinson & Healey, 2011) and practical knowing (Schatzki, 2006), but deploy an ability to imagine and share possibilities for radical or mundane…”