The Process of Schema Emergence: Assimilation, Deconstruction, Unitization and the Plurality of Analogies

By Christopher B. Bingham, Steven J. Kahl. 2013

172 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f8de988309f7aae630e76b7f0e1cf3fc6e5dc434

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Entrepreneurial alertness as a pathway to strategic decisions and organizational performance (2018, background): “…decision in an ongoing organization is likely to depend on the collective schema (that emerges after the disruption) of the top management team (Bingham and Kahl, 2013), individual-level schemata are likely to affect an individual decision maker’s intention to follow a particular strategic…”
Achieving Rigor in Qualitative Analysis: The Role of Active Categorization in Theory Building (2020, unknown): “…a single move but by focusing on puzzles that arise in the data and by applying a variety of possible moves to generate categories that yield answers to that puzzle (e.g., Bingham & Kahl, 2013; Bloom, 2000; Bowker & Star, 2000; Khaire & Wadhwani, 2010; Lakoff, 2008; Murphy, 2004; Rosch, 1978).”
Sensemaking in Organizations: Taking Stock and Moving Forward (2014, background): “The sense that is made is also discussed in the same cognitively based terms, so that, for example, sensemaking leads individuals to develop new schemas (Bingham & Kahl, 2013) or changed interpretive schemes (Bartunek, 1984).”
Categories and Competition (2017, background): “…an account of how new categories emerge and are legitimized (e.g., DiMaggio, 1987; Navis and Glynn, 2010; Lounsbury and Rao, 2004; Rao, Monin, and Durand, 2005; Rosa et al., 1999; Khaire and Wadhwani, 2010; Engler, 2015; Jones et al., 2011; Bingham and Kahl, 2013; Cattani and Fliescher, 2013).”
What Have We Learned That Is Critical in Understanding Leadership Perceptions and Leader-Performance Relations? (2014, background): “Relational systems also control organizational member’s access to vital resources (Morrison, 2002) and can lead to the development of shared cognitions, affect, and behavior between and among members (Bingham & Kahl, 2013).”