Cognition and Capabilities: A Multi-Level Perspective

Eggers, J. P.; Kaplan, Sarah

doi:10.1080/19416520.2013.769318

Cited by 231 publications

(334 citation statements)

References 215 publications

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“…The literature on incumbents' rigidities and path dependence predominantly explains the persistence of obsolete strategic premises by ascribing myopia to the path-dependent organizations, i.e., the failure to recognize the need for an update of strategic premises (Eggers and Kaplan 2013;Geiger and Antonacopoulou 2009;Koch 2008). Thus, this literature strengthens the idea that path-dependent organizations filter out negative feedback that would challenge their strategic premises (Burgelman 1994;Koch 2011;Levinthal and March 1993;Rothmann 2013;Tripsas and Gavetti 2000;Tripsas 2009).…”

Section: Path Dependence and Strategic Premisesmentioning

confidence: 51%

“…However, some organizations in a variety of industries have been shown to be unable to update their strategic premises in times of crisis despite the strongly negative feedback they received (Eggers and Kaplan 2013;Gilbert 2005;Koch 2011;MacKay and Chia 2013;Maielli 2015;Miller and Chen 1994;Rosenbloom 2000;Rothmann and Koch 2014;Schreyögg et al 2011;Sull 1999;Tripsas 1997Tripsas , 2009Tripsas and Gavetti 2000). For example, Rothmann and Koch (2014) presented the case of path-dependent organizations in an industry that were struck heavily by a severe crisis.…”

Section: Path Dependence and Strategic Premisesmentioning

confidence: 99%

“…Resource-based and routinebased reasons for the stability of strategic patterns have emerged almost independently. However, given the complexity of path-dependent processes, recent contributions to this stream of literature emphasize that resource-based and routinebased reasons for the stability of strategic patterns appear jointly in most cases of path dependence (Eggers and Kaplan 2013;Gilbert 2005;Hill and Rothaermel 2003;Kaplan and Henderson 2005;Rothmann and Koch 2014).…”

Section: Path Dependence and Strategic Premisesmentioning

confidence: 99%

“…In particular, this stream of literature has predominantly explored resource-based and routine-based reasons for the stability of strategic patterns (Eggers and Kaplan 2013;Gilbert 2005;Hill and Rothaermel 2003).…”

Section: Path Dependence and Strategic Premisesmentioning

confidence: 99%

“…The uncontested retention of strategic premises even in times of crisis indicates the existence of mechanisms that stabilize strategic premises (e.g., Geiger and Antonacopoulou 2009;McKinley et al 2014;Schreyögg and Kliesch-Eberl 2007). These mechanisms have remained unexplored so far (Bingham and Kahl 2014;Dobusch and Schüßler 2013;Eggers and Kaplan 2013;O'Reilly and Tushman 2013;Tripsas 2009). …”

Section: Introductionmentioning

confidence: 99%

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Path dependence and the stabilization of strategic premises: how the funeral industry buries itself

Wenzel

2015

Bus Res

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Several studies have shown that path-dependent organizations may pathologically reproduce their paths even in times of crisis. The unchallenged retention of underlying strategic premises seems to play a key role in this self-destructive process. Whereas the previous literature largely assumes that organizational crises provide sufficient impetus for updating strategic premises, recent empirical studies have highlighted that path-dependent organizations may find this highly difficult. In the present study, I explore how path-dependent organizations stabilize strategic premises even in times of crisis. Drawing on a case study of the funeral industry, I theoretically distill four mechanisms that stabilize strategic premises in path-dependent organizations despite the fierce pressures of organizational crises. While these mechanisms constitute either reflexive modes of processing feedback or generative modes of producing market outcomes, they all inhibit a disconfirmation and, thus, an update of strategic premises. Furthermore, the study presents indicative evidence of how this unchallenged retention of strategic premises leads to the pathological reproduction of the path.

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Section: Path Dependence and Strategic Premisesmentioning

confidence: 51%

Section: Path Dependence and Strategic Premisesmentioning

confidence: 99%

Section: Path Dependence and Strategic Premisesmentioning

confidence: 99%

Section: Path Dependence and Strategic Premisesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Path dependence and the stabilization of strategic premises: how the funeral industry buries itself

Wenzel

2015

Bus Res

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Dynamic Managerial Capabilities for a Complex World Under Big Data

2018

Strategic Analytics

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Organizational sensemaking and environmental performance: A longitudinal study of publicly traded firms' sustainability reports

Pain,

Paquin,

Tilleman

2024

Bus Strat Dev

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Environmental strategy research has often used organizational interpretation as a key lens for understanding how firms engage in sensemaking around natural environmental issues and environmental performance. This work has rarely empirically tested the proposed relationships of organizational interpretation in firms' sensemaking around environmental issues nor the relationship between firms' environmental sensemaking and environmental performance. We empirically test this relationship, capturing environmental sensemaking through computer‐aided text analysis (CATA) of published sustainability reports, and environmental performance with the Trucost environmental dataset. Mixed‐effects general linear modeling on a bespoke longitudinal dataset of 117 publicly traded companies from 2005 to 2018 reveals the three stages of the organization interpretation model of sensemaking—scanning, interpreting, and responding—align as expected. We also find firms' environmental scanning relates with year‐over‐year improvement in environmental performance, yet environmental interpreting correlates with worsening environmental performance. Additionally, larger firms and firms in industries with high carbon emissions gather more environmental data and exhibit more extensive environmental interpreting. This research provides insight for scholars by testing environmental sensemaking and exploring the boundary conditions of sensemaking and performance, and for practitioners and policymakers by offering a new framework for analyzing and interpreting sustainability reports and corporate environmental performance.

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Cognition and Capabilities: A Multi-Level Perspective

Cited by 231 publications

References 215 publications

Path dependence and the stabilization of strategic premises: how the funeral industry buries itself

Path dependence and the stabilization of strategic premises: how the funeral industry buries itself

Dynamic Managerial Capabilities for a Complex World Under Big Data

Organizational sensemaking and environmental performance: A longitudinal study of publicly traded firms' sustainability reports

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