Governance Channels and Organizational Design at General Electric: 1950–2001

Ocasio, William; Joseph, John

doi:10.1007/0-387-34173-0_14

Cited by 9 publications

(5 citation statements)

References 9 publications

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“…Since the pioneering work by Ocasio (1997) on the Attention-Based View of the firm (ABV), there has been a major growth in research extending, refining, and testing the ABV (Ocasio, 2011; Ocasio & Joseph, 2018). As the ABV was coined in the context of traditional Chandlerian corporations, the focus of the pioneering investigations on the ABV was on how attention is distributed and enacted in the communication channels and structures of large multi-business corporations (e.g., Joseph & Ocasio, 2012; Ocasio & Joseph, 2006; Ocasio & Joseph, 2008).…”

Section: Tomi Laamanenmentioning

confidence: 99%

It's a Different World: A Dialog on the Attention-Based View in a Post-Chandlerian World

Ocasio

Yakis‐Douglas

Boynton

et al. 2022

Journal of Management Inquiry

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In this Dialog, seven scholars consider the theoretical implications and research opportunities a changing environment presents for the Attention-Based View (ABV). With its roots in the 1950s Carnegie School, ABV is expanding and evolving in ways that accommodate the changes in the corporate context characterized by distributed, porous structures of organizational networks such as ecosystems and platforms. The authors emphasize a shift toward a more dynamic orientation of this research, one that addresses the challenges of sustaining coherent attention and sensemaking, a shift from quantity to quality of attention, and how corporate communications ranging from formalized strategy presentations to less formal social media communications can spin attention in ways that lead to intended as well as unintended outcomes. Emerging organizational trends open up radically different perspectives on attention: today's superstar firms draw new kinds of attention and many new business models are based upon the attraction and selling of customer attention.

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Section: Tomi Laamanenmentioning

confidence: 99%

It's a Different World: A Dialog on the Attention-Based View in a Post-Chandlerian World

Ocasio

Yakis‐Douglas

Boynton

et al. 2022

Journal of Management Inquiry

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“…Changing patterns of talk and text generate changes in the firm's organizational attention to the extent that these patterns are reproduced, translated, and transformed throughout the firm's various communication channels generating new attention rules. This temporal and spatial fluctuation and coevolution of talk and text is thus a key part of the attention structures of an organization (Joseph & Ocasio, ; Nasrallah, Levitt, & Glynn, ; Ocasio & Joseph, ; Ocasio & Joseph, ), resulting in changes in strategic agendas throughout the organization (Jacobides, ; Macintosh & Maclean, ; Ocasio & Joseph, ).…”

Section: Expanding the Role Of Communication In The Attention‐based Vmentioning

confidence: 99%

Communication and attention dynamics: An attention‐based view of strategic change

Ocasio

Laamanen

Vaara

2017

Strategic Management Journal

223

205

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Research Summary: The attention-based view (ABV) has highlighted the role of organizational attention in strategic decision making and adaptation. The tendency to view communication channels as "pipes and prisms" for information processing has, however, limited its ability to address strategic change. We propose a broader role for communication as a process by which actors can attend to and engage with organizational and environmental issues and initiatives and argue that such a view can significantly advance understanding of strategic change. On this basis, we offer suggestions for future research on communication practices, vocabularies, rhetorical tactics, and talk and text in shaping organizational attention in strategic change. We also maintain that this enhanced view of the ABV can help advance research on dynamic capabilities, strategy processes, strategy-as-practice, and behavioral strategy. Managerial Summary: To further enhance our capabilities to manage strategic change and renewal processes in organizations, we need a better understanding of how to manage organizational attention. In this article, we highlight the importance of understanding the role of communication and discuss the use of different communication practices, vocabularies, rhetorical tactics, and talk and text as possible levers that can be used to dynamically shape organizational attention. We call for further research to advance the understanding of how these levers can be used to influence the ways in which different sets of strategic issues, initiatives, and action alternatives are handled. We believe that such an enhanced view of organizational attention can enable the development of new, improved strategy practices to manage strategic change and renewal processes.

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“…Governance channels allow internal communication and decision making, and facilitate the process by which corporate executives plan, coordinate, and control the operations of the corporation and its business units. 15 For each CEO regime, we analyzed the specific set of governance channels that focused attention on strategic planning concerns within the firm. Second, we examined a set of factors that serve to structure attention in the firm's decision making channels: the structural and strategic context that shapes executive attention, the formal positions with strategic planning responsibilities and authority, the vocabularies used to refer to strategic planning, and the differences between the various CEOs -the top political leadership in the corporation e and explored how these component variables changed over time.…”

Section: Methodsmentioning

confidence: 99%