Cognition and Capabilities: A Multi-Level Perspective

By J. Eggers, Sarah Kaplan. 2013

420 citations recorded by the source corpus.

Subfields: Artificial Intelligence, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/fb92bda7df83d74012d2894bd5fe331e283d2ea0

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Citations in the corpus

The structural reshaping of globalization: Implications for strategic sectors, profiting from innovation, and the multinational enterprise (2019, background): “…opportunity, between the need to co-locate value chain activities as a possible response to the opportunity, and the imperative of IPR protection, will require stronger consideration of managerial cognition and cognitive frames and attention in capability development (Eggers & Kaplan, 2013).”
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).”
Toward An Integration of the Behavioral and Cognitive Influences on the Entrepreneurship Process (2016, background): “Although routines have been referred to as ‘truces’ among all organizational members about how certain tasks should be performed (Eggers and Kaplan, 2013), in the new venture, the entrepreneur’s scripts likely dominate this process.”
New games, new rules: big data and the changing context of strategy (2015, background): “Eggers and Kaplan (2013) have underlined the pivotal role of routines as the main building blocks of capabilities that are linked through managerial interpretations to specific strategic choices.”
Incumbent Adaptation to Technological Change: The Past, Present, and Future of Research on Heterogeneous Incumbent Response (2018, neutral): “…cannibalize existing product decreases a firm’s ability to reconfigure its business Cognition and identity Benner and Tripsas (2012), Danneels (2010), Eggers and Kaplan (2009, 2013), Kaplan (2008a), Kaplan et al. (2003), Nag, Corley, and Gioia (2007), Tripsas and Gavetti (2000), Tripsas…”
Strategic agility-driven business model renewal: the case of an SME (2017, methodology): “This paper is also an attempt to answer the recent call to explore the microfoundations of dynamic capabilities and to untangle the relationships between managerial and organisational capabilities (e.g. Eggers and Kaplan, 2013; Molina-Azorin, 2014; Helfat and Peteraf, 2015).”
Entrepreneurial alertness as a pathway to strategic decisions and organizational performance (2018, background): “Furthermore, as we argued above, strategic changes are likely to be substantial because alert decision makers discover entrepreneurial opportunities without regard to the resources or capabilities at hand (Eggers and Kaplan, 2013).”
Distributed Attention and Shared Emotions in the Innovation Process (2016, background): “Even though the importance of managerial cognition has been well established (e.g., Tripsas and Gavetti, 2000), how intraorganizational processes shape TMs’ cognition remains insufficiently understood (Gavetti et al., 2012; Eggers and Kaplan, 2013).”
Flexing the Frame: TMT Framing and the Adoption of Non-Incremental Innovations in Incumbent Firms (2017, positive): “It was as Eggers and Kaplan (2013: 317) observed: “[managers’] frames are stuck in an old understanding of the environment.””
Managerial Risk Taking (2016, positive): “However, a great amount of research has been conducted on CEOs’ cognitive models and risk taking, building on the premise that managers’ cognition forms their construal of the outside world and thus affects their strategic choices (Eggers & Kaplan, 2013; Helfat & Peteraf, 2015).”
Decision making and uncertainty: The role of heuristics and experience in assessing a politically hazardous environment (2015, background): “Learning to see both difference and similarity is more likely to come from: frequent problem engagement (Eggers and Kaplan, 2013); encountering deeper, more complex variants of the same problem (Gary et al, 2012); and deliberate attempts to switch between valid and untested SWRs (Gavetti and…”
Agency, structure, and the dominance of OEMs: Change and stability in the automotive sector (2016, background): “…research to date has not focused on industry change or the structural features that affect it.2 Since firms use ideas and imagery to promote their own sectoral vision, one might expect significant mileage from the recent interest in cognition and frames (Eggers and Kaplan, 2013; Kaplan 2011).”
The Microfoundations Movement in Strategy and Organization Theory (2015, background): “well cited) calls to arms, such as Felin and Foss (2005) and Abell et al.”
Organizational Structure, Information Processing, and Decision-Making: A Retrospective and Road Map for Research (2020, background): “The idea that managerial cognition is consequential for organizational behavior andstrategy is well established (Walsh, 1995; Gavetti & Levinthal, 2000; Eggers & Kaplan, 2013; Helfat & Peteraf, 2015).”
Innovation with Limited Resources: Management Lessons from the German Mittelstand (2018, background): “, 2007, 2008, 2011; Sirmon, Hitt, Arregle, and Campbell, 2010) Literature on family firm capabilities and evolvement of capabilities (Duran et al., 2016; Eggers and Kaplan, 2013; Pearson, Carr, and Shaw, 2008) Contextual factors RG #8: Exploring the effects of meso-context, exocontext, and chronocon”