Changing cognitive frames - changing organizational forms: an entrepreneurial theory of organizational development

By Ulrich Witt. 2000

157 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ecd5a72036ae073e1769b7764d9262ad6ad298f2

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Darwinism in economics: from analogy to continuity (2006, background): “In the case of the development of a firm, a ‘business conception’ may be considered to guide its development, but, in contrast to a genetic program governing the ontogenesis of an organism, this conception is subject to permanent variation in direct feedback from the development it induces ( Witt 20”
Firms as Realizations of Entrepreneurial Visions (2007, background): “The option is a governance regime based on ‘cognitive leadership’ (Witt, 1998, 2000).”
Risk and rationality in entrepreneurial processes (2007, background): “They shape entrepreneurs’ cognitive functioning (Zeki, Lubatkin, and Floyd, 2003) and are the context in which entrepreneurs seek to infl uence others’ cognitive frames (Witt, 2000).”
Creation and Pursuit of Entrepreneurial Opportunities: An Evolutionary Economics Perspective (2007, background): “Witt (2000) therefore suggests that the extent to which the business conception’s role can be sustained and renewed in the growing firm is an important component of entrepreneurial performance.”
Firm Growth : a Survey (2007, unknown): “Furthermore, the initial energy and motivating enthusiasm of the founding entrepreneur is replaced by a manager whose role is to monitor and coordinate a more routinised method of production (Witt, 2000).”
Resources, Capabilities and Entrepreneurial Perceptions (2007, background): “…and Busenitz (2001) consider heterogeneity in terms of entrepreneurial cognition (Barr et al., 1992), entrepreneurial discovery (Kirzner, 1997; Witt, 2000), © Blackwell Publishing Ltd 2007 changing market opportunities (Shane and Venkatraman, 2000), and differential capabilities in the…”