Socio-cognitive processes in strategy formation – A conceptual framework

Wrona, Thomas; Ladwig, Tina; Gunnesch, Markus

doi:10.1016/j.emj.2013.07.005

Cited by 20 publications

(14 citation statements)

References 60 publications

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“…The final entrepreneurial decision making is not a one-step process, which, however, requires the team members to go through multiple stages of cognitive processing iterations and corrections (Wrona et al , 2013). Cognitive adaptability is conducive to generating a reflexive mental model, guiding entrepreneurial team to adjust the cognitive strategy using environmental and task progress feedback in a highly dynamic entrepreneurial environment.…”

Section: Theoretical Basis and Research Hypothesismentioning

confidence: 99%

The influence of entrepreneurial team’s cognitive adaptability on its risk decision making

Zhou²,

Lan

2019

IMDS

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Purpose The purpose of this paper is to focus on the risk decision making of entrepreneurial team, deconstruct the intermediate process mechanism of cognitive adaptability in promoting risk decision making and reveal the role of opportunity identification and entrepreneurial efficacy in the decision-making process, which clarifies how cognitive adaptability affects decision-making speed and effect. Design/methodology/approach This study establishes a relationship model among entrepreneurial team’s cognitive adaptability, opportunity identification, entrepreneurial efficacy and risk decision making, and selects 316 entrepreneurial teams to empirically study the relationship among core variables using Bootstrap analysis and Johnson–Neyman technology. Findings Cognitive adaptability though has no direct impact on risk decision-making speed, whereas it directly affects risk decision-making effect; opportunity identification has a full mediating effect between cognitive adaptability and decision-making speed, and a partial mediating effect between cognitive adaptability and decision-making effect; entrepreneurial efficacy plays a moderating role between opportunity identification and decision-making speed, and a same role between opportunity identification and decision-making effect. Research limitations/implications First, in setting the research model, the study does not take other moderators into consideration, which might be improved. Second, the study ignores the origin and formation of entrepreneurial team’s cognitive adaptability, the predisposing factors of which might be discussed in the future research. Practical implications The practical implication of this paper is to guide the entrepreneurial team to turn their focus on the impact of highly implicit cognitive adaptability on decision making, which might be divided into two aspects: the first is to enhance the cognitive adaptability of the entrepreneurial team, cultivate team members’ self-examination awareness and self-monitoring habits. The second is to strengthen team’s psychological capital and value the cultivation of entrepreneurial efficacy. Originality/value This paper breaks through the team process and structure perspectives, explores the driving mechanism of entrepreneurial team risk decision making from team cognition perspective, and deconstructs the logical framework of cognitive adaptability’s influence on risk decision making. This paper applies Johnson–Neyman technology to quantify the mediating effect entrepreneurial efficacy exerts on cognitive adaptability and decision-making speed, as well as on cognitive adaptability and decision-making effect.

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Section: Theoretical Basis and Research Hypothesismentioning

confidence: 99%

The influence of entrepreneurial team’s cognitive adaptability on its risk decision making

Zhou²,

Lan

2019

IMDS

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“…Kaplan's (2011) review paper on research in cognition and strategy refers to studies on cognition in organizations to provide an organizational response to their environments and the need to focus on managers' actions. The analysis of managerial and organizational cognition and cognitive processes familiarizes managers with the development of strategic patterns and helps them create mental templates that give form and meaning to information environments (Walsh, 1995;Wrona, Ladwig and Gunnesch, 2013). In fact, strategic decisions are based on managers' cognitive structures that label and make sense of environmental occurrences leading them to act on a mental model of the environment (see also on this point Porac and Thomas, 1990;Daft and Weick, 1984).…”

Section: The Evolution Of the Value Chain As A Mental Modelmentioning

confidence: 99%

From value chains to technological platforms: The effects of crowdfunding in the digital game industry

Nucciarelli

Feng

Fernandes

et al. 2017

Journal of Business Research

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“…Scholars frequently differentiate between formulation and emergence processes 3 Studying strategy formation (Mintzberg and Waters, 1985). A remarkable attempt to integrate and extend several process approaches is proposed by Kirsch (1970Kirsch ( , 1997a, Kirsch (1997b) and further developed by Wrona et al (2013) with regard to cognitive roots.…”

Section: Theoretical Framework For Studying Strategy Genesismentioning

confidence: 99%

“…The framework below proposes a conceptualization of strategy processes, which accounts for the different managerial levels involved during strategy formation (cf. for a detailed description Wrona et al, 2013).…”

Section: Theoretical Framework For Studying Strategy Genesismentioning

confidence: 99%

Studying strategy formation in small companies – a cognitive perspective

Wrona

Ladwig

2015

Journal of Strategy and Management

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Purpose – The major part of studies in the field of strategic cognition focussed on strategy content, while process studies are comparatively rare. Those of the studies that are dedicated to explain strategy occurrence are dominantly restricted to formal decision making. In contrast to this, the purpose of this paper is to draw on a framework that helps to get a differentiated picture on contingent processes, strategies may pass through in organizations. Furthermore, an own elicitation procedure is introduced that enables to measure strategic cognition on different levels. Design/methodology/approach – The paper provides an empirical approach by applying collective causal mapping techniques, both on an individual as well as collective level. The conceptual framework of the study rests on the “genesis” concept of strategy formation introduced by Kirsch and colleagues. Findings – The main contribution of the paper is the presentation of a methodical approach to study the formation of shared strategic orientations in small companies. An operationalization to study these cognitive processes, based on collective causal mapping techniques is provided. Practical implications – Applying the methodical approach presented in the paper is expected to make a contribution to the understanding of the shared knowledge of organizational members about major strengths and weaknesses of a new strategic reorientation and to contribute to practical concerns of organizational members in specific problematic situations, especially in small companies. Originality/value – The study empirically approaches the complex phenomenon on strategy formation in small companies and therefore expands the understanding of shared cognition in organizations.

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Socio-cognitive processes in strategy formation – A conceptual framework

Cited by 20 publications

References 60 publications

The influence of entrepreneurial team’s cognitive adaptability on its risk decision making

The influence of entrepreneurial team’s cognitive adaptability on its risk decision making

From value chains to technological platforms: The effects of crowdfunding in the digital game industry

Studying strategy formation in small companies – a cognitive perspective

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