Changing Collective Cognition: A Process Model for Strategic Change

Meziaz, John; Grinyer, Peter H.; Guth, William D.

doi:10.1016/s0024-6301(00)00097-2

Cited by 10 publications

(11 citation statements)

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“…Additional theoretical perspectives included the resourcebased view and knowledge-based view of the firm, organizational memory, institutional theory, and dynamic capabilities theory. Most of this literature discussed unlearning in the context of organizational learning and change and focused on the role of managerial cognition and actions (e.g., Gutierrez et al, 2015;Martin de Holan, 2011;Akgün et al, 2007;Sinkula, 2002;Barker et al, 2001;Mezias et al, 2001) and on political issues (e.g., Coopey and Burgoyne, 2000;Cutcher et al, 2019;Foroughi and Al-Amoudi, 2019) related to unlearning. Several studies also pointed out the role of environmental conditions in unlearning (e.g., Leal-Rodriguez et al, 2015;Cegarra-Navarro et al, 2012).…”

Section: Chronological Development Of the Three Fields Of Studymentioning

confidence: 99%

“…(2001), and Nystrom and Starbuck (1984) also suggested changing cognitive structures through actions such as replacing top managers as a group to enable strategic orientation (Mezias et al, 2001), especially during periods of crisis (Antonacopoulou and Sheaffer, 2013;Nystrom and Starbuck, 1984). Sinkula (2002) proposed "exorcism" (i.e., removal of people) during crises as a faster unlearning alternative to "extinction" (i.e., removal of past knowledge).…”

Section: Literature-driven Organizing Framework and Key Research Studiesmentioning

confidence: 99%

“…In the unlearning literature (n=9, 22%), research proposed that organizational size influenced unlearning and consequent performance, showing that increased bureaucratization interfered with learning from mistakes (Daneke, 1985), made it more difficult to unlearn larger amounts of existing knowledge (Casillas et al, 2010), and provided less opportunity for unlearning to innovate (Leal-Rodriguez et al, 2015) or implement strategic change (Mezias et al, 2001). Downsizing in response to environmental changes was suggested to facilitate organizational change and adaptation (Miller et al, 2012), together with startups (Barkema and Vermeulen, 1998), spinouts (Cirillo et al, 2014), or spinoffs (Ito and Rose, 1994) that provided a clean slate and facilitated unlearning through the separation of business units.…”

Section: Structurementioning

confidence: 99%

“…Tsang and Zahra (2008) publish a literature review on unlearning, and Tabassum Azmi (2008) discusses learn, unlearn, and relearn cycles. Preliminary discussions of the role of managers (Akgün et al, 2007) (2008) appearing in the literature (Coopey and Burgoyne, 2000) with articles proposing the removal of managers and managerial teams to fast unlearn (Sinkula, 2002;Barker et al, 2001;Mezias et al, 2001). 2010 Yildiz and Fey (2010); Martin de Holan ( 2011); Casey and Olivera (2011); Zahra et al (2011); Antonacopoulou and Sheaffer (2013); Zhao et al (2013); Mena et al (2015); Howells and Scholderer (2016);Fiol andO'Connor (2017a, 2017b); Tsang (2017); Becker (2018aBecker ( , 2018bBecker ( , 2019; Kluge and Gronau (2018) During this decade, more conceptual work is produced (Casey and Olivera, 2011;Antonacopoulou and Sheaffer, 2013), with a few syntheses of the literature published (i.e., Becker, 2018aBecker, , 2018bKluge and Gronau, 2018;Klammer and Gueldenberg, 2019a;Kluge et al, 2019).…”

Section: Key Contributionsmentioning

confidence: 99%

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Organizational forgetting Part I: a review of the literature and future research directions

Mariano

Casey

Olivera

2020

TLO

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Purpose The purpose of this paper is to systematically review and synthesize the literature on organizational forgetting. Design/methodology/approach A systematic literature review approach was used to synthesize current theoretical and empirical studies on organizational forgetting. Findings The review and synthesis of the literature revealed that the organizational forgetting literature is fragmented, with studies conducted across disparate fields and using different methodologies; two primary modes (i.e. accidental and purposeful) and three foci (i.e. knowledge depreciation, knowledge loss and unlearning) define current organizational forgetting literature; and the factors that influence organizational forgetting can be grouped into four clusters related to individuals, processes, tools and organizational context. Research limitations/implications This literature review has limitations related to time span coverage and journal article accessibility. Originality/value This paper offers an integrative view of organizational forgetting that proposes a holistic and multilevel research approach and systematic synthesis of organizational forgetting research.

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Section: Chronological Development Of the Three Fields Of Studymentioning

confidence: 99%

Section: Literature-driven Organizing Framework and Key Research Studiesmentioning

confidence: 99%

Section: Structurementioning

confidence: 99%

Section: Key Contributionsmentioning

confidence: 99%

See 2 more Smart Citations

Organizational forgetting Part I: a review of the literature and future research directions

Mariano

Casey

Olivera

2020

TLO

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“…There is, therefore, a clear need for tools and methodologies capable of facilitating changes to cognitive frames to help decision makers update their interpretation of a firm's situation before it deteriorates. Mezias et al (2001) identify facilitated strategic workshops as a means of challenging existing beliefs and then enabling the development of new, fresher mental models. Similar advantages are attributed to visual representations.…”

Section: Introductionmentioning

confidence: 99%

Strategy Visualization, Cognitive Frames, and Strategy Renewal in SMEs

Vedovato¹

2016

IJMAR

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This paper provides experimental evidence that visual representation of strategy and related concepts increases the probability of updating the cognitive frames of small entrepreneurs. An original strategy mapping technique and Osterwalder and Pigneur's (2010) business model canvas were used to help 42 small entrepreneurs to critically review their current strategies and choices. A questionnaire about perceptions of the external environment and internal structure was submitted to the participants before and after the experiment. The same questionnaire was submitted twice to a matched control group of 50 SME entrepreneurs who were not involved in any activity. The results show that involvement in the visualization experiment significantly increased the probability of the participant changing perceptions on strategic issues, with a stronger impact for strategy mapping. The results are interpreted as indicative of a positive contribution of visual representation in strategy renewal.

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Examining the linkages between team learning behaviors and team performance

Chan

Lim

Keasberry³

2003

The Learning Organization

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Despite a plethora of studies purporting that learning could occur at the individual, team and organizational levels, there is still a lack of reported empirical evidence on these linkages. Accordingly, these theoretical assumptions will be tested with empirical evidences in this study. Interestingly and contrary to the literature, individual learning was not significantly related to organizational learning. Internal team learning (learning within teams) was partially related to organizational learning, and external team learning (cross‐functional team learning) was significantly related to organizational learning. Organizational learning was conceptualized and tested as a three‐factor variable that consists of commitment to learning, shared vision, and open‐mindedness. A discussion of the results is provided.

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Changing Collective Cognition: A Process Model for Strategic Change

Cited by 10 publications

References 0 publications

Organizational forgetting Part I: a review of the literature and future research directions

Organizational forgetting Part I: a review of the literature and future research directions

Strategy Visualization, Cognitive Frames, and Strategy Renewal in SMEs

Examining the linkages between team learning behaviors and team performance

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