The Influence of Shared Mental Models Between the CIO and the Top Management Team on the Strategic Alignment of Information Systems: a Comparison Between Brazilian and US Companies

Reinhard, Nicolau; Bigueti, José Ricardo

doi:10.4301/s1807-17752013000300003

Cited by 3 publications

(3 citation statements)

References 42 publications

(56 reference statements)

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“…Various facets of decision-making processes have been explored extensively from a number of different theoretical perspectives in the existing literature (see, e.g. Rajagopalan et al, 1993;Child, 1997;Wan and Agrawal, 2011;Reinhard and Bigueti, 2013;Ghezzi, 2013). However, despite these contributions it is argued that decision making, especially at the top management level, and the impact of spatial and temporal factors remain a key area of research (Elbanna and Child, 2007;Tidstrom and Hagberg-Andersson, 2012;Shepherd and Rudd, 2014).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Prior research has used a variety of terms and tools such as mental models, schemas, dominant logic, cognitive maps, frames and belief systems to understand strategic decision making (Bettis and Prahalad, 1995;Gary and Wood, 2010;Hodgkinson et al, 2004;Simon, 1991, Sterman, 1989Miller, 2003;Sur, 2012;Santos and Passos, 2013;Reinhard and Bigueti, 2013;Rook, 2013). Most of these tools are used interchangeably to achieve the same result: the study of how managers (individuals) make sense of the real world and how they make decisions with limited information processing capabilities.…”

Section: The Role Of Dominant Logic In Strategic Decisionsmentioning

confidence: 99%

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Unfolding critical events and strategic decisions: the role of spatial and temporal cognition

Haider

Mariotti

2016

Management Decision

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Purpose – The purpose of this paper is to examine strategic decisions surrounding critical events to show how the decision-making processes evolve and how the dominant logic changes vis-à-vis those decisions. Further, this study explores the processes of managerial decision making focusing on spatial and temporal cognition dimensions. Design/methodology/approach – The methodology adopted in this study is a case study using the retrospective processual analysis approach. Data were collected using both primary and secondary sources. In all, 40 years of secondary data on key critical events and decision making were collected using a range of secondary sources. Those events were further examined using 49 in-depth semi structured interviews. Findings – The findings of this study explain the relationship between operant conditions, strategic actions and outcomes of strategic decisions by highlighting the significance of knowledge strategy, strategic agility and intentionality in shaping and reshaping managers’ dominant logic. Further, the authors show that the dominant coalition, among other factors, plays an important role in building decision-making capacity and in the formation and transformation of an existing dominant logic. Research limitations/implications – The study identified a number of limitations. First, the issue of generalization as the data were collected from only two case study companies. Second, in some cases respondents were asked to respond to research questions using “memory of the events” which took place a long time ago, hence the issue of credibility. Further, sometimes respondents reported information collected through hearsay. To overcome the limitations of this research, the authors made all efforts to ensure that the data collected were reliable and credible such as by using diverse data sources, confirmation of events at multiple level and personal observations. Practical implications – The study identifies and explains a number of factors which influence decision making. The authors also present the revised dominant logic model which can act as a tool in managerial decision making. Originality/value – The paper shows how managerial decision making changes knowledge strategy, which in turn leads to changes in existing dominant logic or the creation of a new dominant logic, hence looking at the issues of decision making using an evolutionary perspective. Second, the paper empirically tests and explains the relationship between intentionality, actions and organizational outcomes using spatial and temporal learning. Finally, the use of the longitudinal retrospective processual analysis and events analysis, is a novel way of understanding a particular phenomenon.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: The Role Of Dominant Logic In Strategic Decisionsmentioning

confidence: 99%

Unfolding critical events and strategic decisions: the role of spatial and temporal cognition

Haider

Mariotti

2016

Management Decision

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“…7 This requires that team members share common knowledge and expectations. 8 Shared mental models have been used to understand, explain, predict, and improve teamwork in a variety of disciplines, 9 including the aerospace industry, [10][11][12] the military, 8 software development, 13 and business management, 14 and have been invoked to describe the interactions of improvising musicians 15 and acceptance of political ideologies. 16 These mental models develop from sharing knowledge and expectations, spending time together, and undergoing training.…”

Section: Introductionmentioning

confidence: 99%

Teams and Teamwork in Cancer Care Delivery: Shared Mental Models to Improve Planning for Discharge and Coordination of Follow-Up Care

Page

Lederman

Kelly

et al. 2016

JOP

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This article discusses the potential for shared mental models to improve teamwork during discharge planning and follow-up care. A 58-year-old inpatient on the hematology care unit of an academic medical center was discharged to his community after initial treatment of acute myeloid leukemia, without a clear plan for either discharge or follow-up. This case highlights the challenges faced by the primary oncology care team, the patient's community health-care team, the patient, and his caregiver, because a formal plan for follow-up care after discharge was not in place. The lack of communication within the oncology care team and between the medical center and community care teams that leads to the gap in continuity of care between inpatient and outpatient oncology settings could be addressed at least in part by establishing a shared mental model. This model would require all individuals involved in patient care to recognize they are part of a team. Furthermore, all members of the interdisciplinary discharge team need to understand their own roles and responsibilities as well as those of the other team members, including the need for communication and how their roles and activities affect those of other team members. Tools such as huddles, checklists, and patient education could be used to help the team recognize and achieve its goals. Ideally, this shared mental model could be extended to include the community health-care team, leading to a more fluid transition between inpatient and outpatient care, improving patient satisfaction, and likely improving patient outcomes.

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The moderating role of IT-business alignment in the relationship between IT governance, IT competence, and innovation

Héroux

Fortin

2018

Information Systems Management

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The Influence of Shared Mental Models Between the CIO and the Top Management Team on the Strategic Alignment of Information Systems: a Comparison Between Brazilian and US Companies

Cited by 3 publications

References 42 publications

Unfolding critical events and strategic decisions: the role of spatial and temporal cognition

Unfolding critical events and strategic decisions: the role of spatial and temporal cognition

Teams and Teamwork in Cancer Care Delivery: Shared Mental Models to Improve Planning for Discharge and Coordination of Follow-Up Care

The moderating role of IT-business alignment in the relationship between IT governance, IT competence, and innovation

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