This article integrates the literature on strategic cognition (SC) within a framework that links the antecedents, structure, and process of SC with outcomes. Reviewing the literature from 1993 (two years prior to Walsh’s review of managerial and organizational cognition) until 2007, this article identifies three elements of SC structure (organizational identity, strategy frames, and organizational routines) and four SC processes (strategy formulation, strategy implementation, strategic change, and organizational learning). The literature portrays strategy formulation as a complex activity consisting of scanning, sensemaking, and decision making. Strategy implementation is composed of sensegiving, sensemaking, and issue selling. This review identifies five streams of empirical research with three well-developed themes (the antecedents and outcomes of strategy frames, determinants and consequences of strategy formulation, and cognitive construction of competitive/industry dynamics) and two emerging themes (the determinants and consequences of strategy implementation and the antecedents and outcomes of organizational identity). This review identifies several opportunities to extend the literature and outlines key methodological implications. Finally, the review addresses the need to build linkages to the ongoing theoretical conversations within strategic management literature.

No abstract

PurposeThis paper explores community college entrepreneurship education's near-instantaneous transition to online course delivery following the 2020 COVID-19 pandemic.Design/methodology/approachPrimary data were obtained from 92 community college entrepreneurship faculty via online survey in late March of 2020, right at the time faculty were required to transition their courses to an online mode of delivery due to the COVID-19 pandemic. Data were collected in partnership with the National Association for Community College Entrepreneurship and the Entrepreneurship Education Project.FindingsWhile the majority of community college entrepreneurship educators have taught online previously, many were not familiar with exemplar education technology tools and applications, demonstrating an opportunity for continued professional development. To deliver courses online, educators primarily relied on pre-recorded lectures and using Zoom as the technology platform of choice. Last, there were significant faculty concerns about their ability to effectively create an “experiential” classroom virtually for students to learn and practice entrepreneurship.Originality/valueThis is the first paper investigating how community college entrepreneurship educators responded to one of the most disruptive events to ever impact entrepreneurship education (viz. the COVID-19 pandemic). More broadly, this is also one of very few studies exploring both (1) community college entrepreneurship education and (2) how unexpected crises (e.g. natural disasters, pandemics) impact educational environments.

PurposeIntellectual Capital (IC) is essential to the success of new technology-based firms. A key component of IC is human capital. Human capital is shown to affect firm innovation, growth, and survival positively. This paper investigates the signaling effect of technology-based start-ups’ initial stock of IC on obtaining skilled human capital.Design/methodology/approachThe researcher employs signaling theory to analyze primary data concerning the firm’s initial stock of IC and subsequently hired human capital from founders of 236 technology-based new ventures in the USA Hypotheses are tested through a set of hierarchical linear regressions.FindingsThis study demonstrates that the firms’ IC, in the form of quantity of founders with doctorates and intellectual property, correlates with the quality (average education level) of subsequently hired technical and business human capital. In addition, the quantity of founders with doctorates is correlated with the quantity of subsequently hired technical human capital.Originality/valueThe paper collects retrospective data from founders of technology-based new ventures. While human capital is important for technology-based firms’ innovation and growth, little research has investigated potential connections between firms’ initial IC and subsequent hiring of top-level human capital. This paper investigates these connections explicitly.

No abstract