Attention, Knowledge, and Organizational Learning

Ocasio, William; Rhee, Luke; Milner, Daniel

doi:10.1093/oxfordhb/9780190263362.013.33

Cited by 10 publications

(14 citation statements)

References 73 publications

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“…This study also extends research utilizing the attention-based view (Ocasio, 1997; Ocasio et al ., 2020), which has largely focused on attention to economic issues (Brielmaier and Friesl, 2023). In this study, we extend the attention-based view by considering how attention to an issue with social as well as economic implications, gender equality, may shape organizational action.…”

Section: Contributions and Limitationssupporting

confidence: 75%

“…The attention-based view further posits that, at the individual level, the mindfulness typical of focused attention manifests in elevated activity in the cortical neurons identifying items within the focus of attention relative to neurons seeking things unrelated to the focus of attention (LaBerge, 2013). As a result, selective attention to a given object or concept fosters perception and action toward the object or idea being attended to and away from other objects or ideas (Ocasio et al ., 2020; Tuggle et al ., 2010).…”

Section: Interactive Effect Of Founder Gender and Social Attention To...mentioning

confidence: 99%

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The influence of gender and social attention to gender equality on applicant acceptance into venture development programs: competing perspectives

Reutzel

Belsito

Collins

2023

NEJE

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PurposeThe purpose of this paper is to add to the small but growing body of research examining the influence of founder gender on new venture access to venture development programs.Design/methodology/approachHypotheses were tested utilizing a sample of 482 nascent technology ventures which applied for admittance into a venture development organization headquartered in the southern region of the United States from March 2004 through February 2016.FindingsFindings suggest that female-founded applicant ventures experience a higher likelihood of acceptance into venture development programs than male-founded applicant ventures. Results further suggest that social attention to gender equality reduces this effect for female-founded applicant ventures. Findings extend the understanding of the gendered nature of high-technology venturing and venture development organizations.Research limitations/implicationsThe findings of this study may not generalize to new ventures operating in other contexts (e.g., non-U.S., low-tech, and other venture development programs). Additionally, this study's design and data limitations do not allow for the establishment of causality or address founder motivations to apply for acceptance into venture development programs.Originality/valueThis study adds to empirical findings regarding the influence of founder gender on new venture acceptance into venture development programs by developing and testing competing hypotheses. This study also extends extant research by examining the moderating effect of social attention to gender equality on the hypothesized relationships between founder gender and acceptance into venture development programs.

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Section: Contributions and Limitationssupporting

confidence: 75%

Section: Interactive Effect Of Founder Gender and Social Attention To...mentioning

confidence: 99%

The influence of gender and social attention to gender equality on applicant acceptance into venture development programs: competing perspectives

Reutzel

Belsito

Collins

2023

NEJE

View full text Add to dashboard Cite

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“…Solutions generated by problemistic search are evaluated for their risk and organizational fit, with decision makers accepting increasingly higher risk as the organization's performance falls even further below its aspirations. Such learning-based performance feedback is inherently about attention allocation, through which top managers dedicate their limited cognitive resources to specific problems and solutions at the expense of filtering out other issues and long-term planning (Ocasio, Rhee, & Milner, 2020).…”

Section: Hypothesesmentioning

confidence: 99%

A Behavioral Account of Opportunistic Diversification: Evidence from Non-Real-Estate Firms’ Investment in Real Estate

Shi,

Cai,

Wajda

et al. 2023

Manag. Organ. Rev.

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This study provides a behavioral account of opportunistic diversification. We argue that top executives’ social comparison with peer firms based on business segment performance can lead them to increase their investments in high-profitability new businesses (i.e., opportunistic diversification). Specifically, when the performance of a firm's main business relative to its peer firms’ high-profitability business segment falls short of their aspirations, the firm's top executives will engage in problemistic search and subsequently increase opportunistic diversification. This effect is stronger when the firm is similar to peer firms along key firm characteristics and when top executives of the firm are underpaid. Although opportunistic diversification helps improve a firm's short-term accounting performance, it may weaken its long-term performance. Using Chinese non-real-estate firms’ diversification investment in real estate as our empirical context, we find support for our arguments.

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“…According to Carnegie School’s behavioral theory of the firm (Cyert et al, 1963), organizations have a limited processing capability, which is attributed to the availability of a shared but scarce resource referred to as organizational attention (Ocasio, 1997). Attention is generally viewed as an information-processing mechanism that enables a conscious attempt to locate a particular piece of information (Ocasio et al, 2020).…”

Section: Dynamic Threshold Modelmentioning

confidence: 99%

The dynamic threshold model of bandwagon innovations: Role of organizational attention and legitimacy

Jawad

2021

Organizational Psychology Review

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Innovations are not always adopted due to their expected economic impact but often due to bandwagon pressure. Fueled by economic uncertainty, these “bandwagon innovations” are adopted once the bandwagon pressure reaches a certain threshold. Existing literature, however, has not examined this threshold’s sources nor considered the effect of a bandwagon adoption decision on threshold. Therefore, building on current knowledge about the bandwagon effect, organizational attention, and legitimacy, this paper develops a theoretical model to help understand the factors affecting threshold and making organizations more or less likely to adopt bandwagon innovations. The novel dynamic threshold model proposed here explains how attention to social or economic factors can affect an organization’s threshold. The model shows that the threshold may change such that an organization may be more likely to adopt a bandwagon innovation after prior resistance or resist one after prior adoption. Implications for organizational decision-makers and future research avenues are also discussed.

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Attention, Knowledge, and Organizational Learning

Cited by 10 publications

References 73 publications

The influence of gender and social attention to gender equality on applicant acceptance into venture development programs: competing perspectives

The influence of gender and social attention to gender equality on applicant acceptance into venture development programs: competing perspectives

A Behavioral Account of Opportunistic Diversification: Evidence from Non-Real-Estate Firms’ Investment in Real Estate

The dynamic threshold model of bandwagon innovations: Role of organizational attention and legitimacy

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