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The broad field of managerial and organizational cognition (MOC)
has diversified over the years. Where early studies of MOC focused
on theories of rational conscious thought, illustrated for example
by schema theory, over the years we have seen explorations of
unconscious processing, heuristics and cognitive biases, along with
emotions, identity, and the 'darker' sides of cognition. Thinking
About Cognition takes stock by reflecting on the frontiers of the
field and addressing the future beyond our current
state-of-the-art. The result is a collection of papers reflects
emerging research in the field of cognition and considers
developments in mindfulness, networked societies, neuropsychology,
identity theory, team cognition, decision making, distant futures,
cultural and ethnic backgrounds, change, and agency. This fifth
anniversary volume of New Horizons in Managerial and Organizational
Cognition comprises of a collection of contributions that discuss
frontiers of MOC research, address the challenges we face, inspire
other scholars, and provide guidance on how to proceed.
The concept of the business model has become very popular in the
strategy and innovation literature's. Recent research has
acknowledged its cognitive underpinnings, its status as a mental
construct, and has highlighted how managers' cognitive and social
sense-making patterns influence business model design and how
shared logics enable innovation. Yet, the specific cognitive
underpinnings of business models, though often mentioned, are
rarely explicitly studied. Business Models and Cognition addresses
this gap by focusing directly on intersections between business
model studies and cognitive studies. Gathering an international,
multidisciplinary team of business model and cognition scholars,
this book not only identifies surprising connections between these
two existing literature's, but also offers new reflections on
future avenues of research for both in order to explore the
cognitive foundations of business modelling. For its
interdisciplinary scope, scholarly rigor, and novel insights, this
fourth volume of the New Horizons in Managerial and Organizational
Cognition is a must-read for scholars and students of business,
strategy and cognition, and it is of keen interest to executives
and managers eager to reflect critically on their own understanding
of the "business model" as a concept.
Exploring the management of innovation is a largely
interdisciplinary endeavour. It requires scholars to address
problems from a variety of perspectives that include strategic,
operational, technological and behavioural. The problem domain
includes the management of innovation, technology strategy,
research and development, information technologies,
technology-based entrepreneurship, and the commercialization of
scientific research. Behavioural theories of innovation have
developed in multiple directions over the years, and this
collection of chapters takes stock and provides examples of new
developments at the intersection of innovation studies, and studies
of managerial and organizational cognition. This is the third
volume in the New Horizons in Managerial and Organizational
Cognition series and comprises a collection of contributions that
reflects the rich and encouraging developments at the intersection
of cognition and innovation. The book explores the frontiers of
socio-cognitive and socio-psychological research as it relates to
innovation management and innovation processes. Major topics
covered include attention, decision making, information processing,
learning, cognitive frames, ecosystems and business model
innovation, perceptual and interpretive processes, ethics and
social dilemmas, power, and change.
This book explores the methodological frontiers of managerial and
organizational cognition (MOC), an exciting and diverse
interdisciplinary body of work that began with the publication in
1958 of James G. March and Herbert A. Simon's classic work
Organizations. Entering its fourth decade, the field gained
significant momentum following the appearance of Anne S. Huff's
(1990) book Mapping Strategic Thought, which explored the (then)
methodological frontiers of MOC. The world has changed since then
and so, too, have the methods available to MOC researchers; it is
timely, therefore, to examine the extent to which the methods that
were foundational to the development of MOC are still fit for
purpose. Taking stock of MOC's many methodological accomplishments,
the thought-provoking chapters comprising this second volume of the
New Horizons in Managerial and Organizational Cognition book series
set the agenda for the next phase of the field's development.
The study of management and organization has transitioned from
approaches to deal with steady state management, to approaches that
can cope with unknown or unknowable futures. The strategy field has
has moved from business policy, through strategic planning, onto
strategic management and now grapples with dynamic contexts as the
new normal. In that trend the field has seen a broad movement in
research interests in corporate and competitive strategies towards
an emphasis on the manager's strategic role. Through this shift,
strategy has moved from a concept of something organizations have
towards something that managers do. This has happened while
traditional boundaries of industries have become permeable and even
melted away. Managers tasked with doing strategy have lost not just
the certainty of a goal-oriented future, but also the certainty of
understanding their current position. Decision-making tools have
now moved from answer generators to scenario builders. When
decisions can rely less on evidence and certainty, it is managers
that take up the slack and fill the void. This book focuses on the
challenge of making strategic decisions in conditions of
uncertainty.
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Cognitive Aids in Strategy
Kristian J. Sund, Robert J. Galavan, Robin Gustafsson
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R2,289
Discovery Miles 22 890
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Ships in 9 - 15 working days
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Strategy research and practice has a long tradition of using
frameworks, models, tools, and processes to describe, and guide the
strategy work of managers. These are the cognitive aids that guide
cognition, i.e., the way managers make sense of the world. Why, and
how, do these tools interact with cognition? The sixth volume in
the New Horizons in Managerial and Organizational Cognition series
examines cognitive aids in strategy. Cognitive aids of strategy
have a profound impact on the way managers learn about,
conceptualize, share, and enact strategy and strategies in their
organizations, yet these aids are often presented without reference
to the underlying cognitive theory that might explain why the aid
is useful. Cognitive Aids in Strategy brings together contributions
by twelve strategy scholars, reflecting on a range of cognitive
aids and their theoretical foundations, focusing attention on the
importance of cognitive aids in strategy, and inspiring further
research. It represents a new horizon for the study of managerial
and organizational cognition.
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