Performance implications of cognitive complexity: An empirical study of cognitive strategic groups in semiconductor industry

Cheng, Shu-Ling; Chang, Hae‐Ching

doi:10.1016/j.jbusres.2008.12.002

Cited by 22 publications

(21 citation statements)

References 70 publications

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“…The effect of emotional intelligence on environmental performance Cheng and Chang (2009) presume that emotionally intelligent leaders who adapt to the changing environment are more likely to solve problems and to be effective in developing the strategy and outperform those who focus on only one dimension or orientation.…”

Section: How Does Emotional Intelligence Affect the Social And Enviromentioning

confidence: 99%

Does CEO emotional intelligence affect the performance of the diversifiable companies?

Ezzi

Azouzi

Jarboui

2016

Cogent Economics & Finance

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This article scrutinizes the leader's emotional intelligence effect on the enterprises' performance (diversification is the main strategy). After the theoretical discussion which approaches our subject matter, we propose our research assumptions. Thus, this research attempts to answer our central question: How can emotional intelligence affect the performance of Tunisian enterprises (diversifiable companies)? Our methodology consists of two parts. The first is used to identify the data sample selection and the second is devoted to the results interpretation. The main contribution of this work is to explain how the behavioral finance (we speak about emotional intelligence) allows to present answers regarding performance of companies (which the strategy the adopted is the diversification). The results obtained from the linear regressions made on a sample of the show well the significant and positive CEO emotional intelligent on the financial, social and environmental performance.

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Section: How Does Emotional Intelligence Affect the Social And Enviromentioning

confidence: 99%

Does CEO emotional intelligence affect the performance of the diversifiable companies?

Ezzi

Azouzi

Jarboui

2016

Cogent Economics & Finance

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“…Strategic cognition may be relevant for different questions and as a result has been operationalised in many different ways (Nicolini, 1999). However, most empirical studies analyse strategic beliefs related to very specific situations (Cheng & Chang, 2009;Thomas, Clark, & Gioia, 1993) or map beliefs about the external environment (Sutcliffe & Huber, 1988).…”

Section: Mapping Of Cognition: Methods and Instrumentsmentioning

confidence: 99%

Strategic beliefs of port authorities

2016

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Over the last decade, insights from the strategic management discipline have increasingly been applied to ports. A review of literature shows that in the analysis of port authority strategy, mainly outside-in approaches are applied. This paper adds to the emerging understanding of the port authority's strategy by applying a cognitive perspective. Specifically, the strategic cognition of firms' executives is one of the explanatory variables behind firms' strategic decisions. Furthermore, cognitions are influenced by the organisational contexts in which port authority executives have worked. As a result, managerial "mental maps' may vary across industry contexts and over time. This research investigates the strategic cognition of a global set of port authority executives through a survey-based instrument. The results show that, to a large extent, PAs resemble "regular" forprofit companies, but that they possess some specific beliefs that distinguish them from "regular" companies. ARTICLE HISTORY

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“…Similarly, Carley (1997) finds that high-performing groups have more concepts in their Journal of Business Research 63 (2010) 67-70 mental models than low-performing groups. To understand the implication of cognitive complexity, the study (Cheng and Chang, 2009) examines managerial cognition of firms with themes in the Taiwan semiconductor industry. Besides, the complexity is measured by the number of themes extracting from letters to shareholders.…”

Section: Performance Implications Of Cognitive Complexity Of Cognitivmentioning

confidence: 99%

“…We welcome Huang's response (Huang, 2009) to Cheng and Chang (2009). The intent in the article is to spur discussion about which specific forms of cognitive structures in cognitive strategic groups can help firms to sustain competitive advantage.…”

Section: Introductionmentioning

confidence: 99%

Cognitive complexity implications for research on sustainable competitive advantage

Cheng¹,

Chang²

2010

Journal of Business Research

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Performance implications of cognitive complexity: An empirical study of cognitive strategic groups in semiconductor industry

Cited by 22 publications

References 70 publications

Does CEO emotional intelligence affect the performance of the diversifiable companies?

Does CEO emotional intelligence affect the performance of the diversifiable companies?

Strategic beliefs of port authorities

Cognitive complexity implications for research on sustainable competitive advantage

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