Managerial and Organizational Cognition

Hodgkinson, Gerard P.

doi:10.1016/b978-0-08-097086-8.22023-0

Cited by 3 publications

(4 citation statements)

References 45 publications

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“…In spite of the rather narrow understanding of cognition (for a more contemporary view, see, e.g. Hodgkinson, 2015; Secchi and Cowley, 2020; Secchi, 2021), Huber shows that the four components used to describe the learning process are particularly useful in respect of an organizational knowledge-based approach. Recent works building on Huber (1991) by Lopez et al (2004) and Jimenez-Jimenez and Sanz-Valle (2011) refer to those four components as knowledge acquisition, knowledge distribution, knowledge interpretation , and organizational memory .…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Organizational structure and organizational learning: The moderating role of organizational defensive routines

Yang

Secchi

Homberg

2022

Journal of General Management

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Literature on organizational learning (OL) shows that even firms who self-perceive themselves to have appropriate organizational structures still fail to generate appropriate learning outcomes. In this article, we claim that one of the neglected key factors explaining learning failures are organizational defensive routines (ODRs). Drawing on the literature, our theoretical inference is that high levels of ODRs can negatively moderate the relationship between organizational structures and OL. To test this moderation hypothesis, the study employs hierarchical regression analysis on a sample of 358 respondents from various industries in the United Kingdom. The result confirms that formalization negatively affects OL, and the effect of formalization on OL is negatively moderated by ODRs regardless of organizational age, size, and sector.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Organizational structure and organizational learning: The moderating role of organizational defensive routines

Yang

Secchi

Homberg

2022

Journal of General Management

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“…This is important in fields which study specific actor types' cognitions, e.g. political science (Axelrod, 1976), management and organisation cognition (MOC) (Hodgkinson, 2015;Walsh, 1995) and entrepreneurship (Laukkanen and Tornikoski, 2018;Tremml, 2020). There are different variants of CCM (Laukkanen and Wang, 2015;Laukkanen and Liñ an, 2022).…”

Section: Comparative Causal Mappingmentioning

confidence: 99%

“…Notably, the content perspective has long characterised, e.g. management and organisation cognition (MOC) (Hodgkinson, 2015), but is remarkably rare in entrepreneurship.…”

Section: Introductionmentioning

confidence: 99%

What lies behind entrepreneurial intentions? Exploring nascent entrepreneurs’ early belief systems

Laukkanen

2022

IJEBR

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PurposeStudies of entrepreneurial intentions (EIs) have become increasingly common, informed usually by Ajzen’s (1991) theory of planned behaviour (TPB). Although the TPB postulates that beliefs determine EIs, the contents of the beliefs have not been properly studied, leaving EIs’ cognitive underpinnings and cognitive approaches to influencing EIs unclear. To clarify the TPB/EI-belief nexus, the study examines the conceptual background of entrepreneurial cognitions and elicits the beliefs of a group of nascent micro entrepreneurs (NMEs) to compare them with their TPB attitudes and EIs, facilitating assessing their mutual consistency as implied by the TBP.Design/methodology/approachThe respondents are entrepreneurial novice clients of a micro business advisory organisation. Their TPB attitudes and EIs were measured using standard TPB/EI methods. Comparative causal mapping (CCM) combined with semi-structured interviewing was used to reveal the NMEs’ typical belief systems, presented as aggregated cause maps.FindingsThe NMEs have uniform, relatively detailed belief systems about entrepreneurship and micro business. The belief systems are consistent with theory- and context-based expectations and logically aligned with the NMEs’ expressed TPB attitudes and EIs. CCM provides an accessible method for studying contents of entrepreneurial cognitions.Research limitations/implicationsIt was not possible to study “entrepreneurship-negative” respondents or the intensity or origins of some specific beliefs.Practical implicationsDiagnosing and better understanding beliefs can benefit entrepreneurship education and development, in general or connected with TPB/EI studies.Originality/valueThe study reveals entrepreneurial belief systems systematically, evidently not done before generally or in terms of “everyday” micro entrepreneurship or TPB. It clarifies and supports the TPB notion that beliefs underpin actors’ attitudes and intentions.

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“…Even though there has been a long tradition of EDEC perspectives in the cognitive sciences (Varela et al , 1991; Hutchins, 1995), they have not been recognized in OC until very recently. For example, Healey et al (2018) discuss distributed cognition within a representationalist framework, and Hodgkinson (2015) has acknowledged their existence in his influential review of managerial and organizational cognition (MOC).…”

mentioning

confidence: 99%