Ceos' cognitive maps and the scope of the organization

Abstract

In this paper, CEOs are considered as ‘cognizers’ charged with integrating views in the top management team; a role which should require high cognitive complexity especially in diversified multinational corporations. A methodology for studying top managers' cognitive complexity is described and then applied to a sample of 26 CEOs. The CEOs' cognitive maps of the structure and of the dynamics of their industry are analyzed in terms of their degree of complexity, in relation to the breadth of the business portfolio of the firm, its geographic scope and the links the firm has with foreign parents. The results of this exploratory test generally confirm the principle of requisite cognitive complexity, and reveal a new set of more precise hypotheses linking particular dimensions of the scope of the firm with particular dimensions of CEOs' cognitive complexity.

The Costs and Benefits of Managerial Incentives and Monitoring in Large U.S. Corporations: When is More not Better?

“…Stated differently, the pool of director candidates possessing a sufficiently broad and complex 'cognitive map' to intelligently monitor top management is reduced in such firms (cf. Calori, Johnson, and Samin, 1994). and consequently the cost of finding, attracting and retaining sufficiently qualified directors is higher.…”

Örgütsel Deği̇şi̇mi̇n Değerlendi̇ri̇lmesi̇nde Postmodern Epi̇stemoloji̇ni̇n Önemi̇

“…Örgütsel değişimde bireyin bilişsel süreçlerine odaklanan çalışmalar (Bartunek, Lacey, Wood, 1992;Calori, Johnson, Sarnin, 1994;Greve, Taylor, 2000) ağırlıkla yönetici görüşüne odaklanmaktad ır (Altmann, Lee, 2015). Örneğin anlamlandırma süreci ve hikâye anlatımının ilişkis ini vurgulayan Gephart (1991) Örgütsel değişimi postmodern bakış açısıyla inceleyen çalışmalarda da yaygın analiz, anlatı analizi 6 olarak karşımıza çıkmaktadır.…”

Proceedings of the Joint Workshop on Social Dynamics and Personal Attributes in Social Media

“…For example, Calori, Johnson & Sarnin (1994) studied the moderating effects of "environmental complexity", i.e. the scope of the organization as measured by the number of distinct businesses and geographic segments, on the relationship between the "cognitive complexity of the chief executive" and firm performance.…”