Organizational and Situational Influences on Adjudicative Decisions

Helton-Fauth, Whitney B.

doi:10.1037/e427262005-001

Cited by 3 publications

(2 citation statements)

References 39 publications

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“…Furthermore, cognitively flexible individuals actively seek and enjoy situations that present information that is controversial or contradicts their viewpoints and are less likely to be apprehensive about the information received (Wheeles & Schrodt, 2001). Research has also shown that cognitively flexible individuals have a higher need for cognition (i.e., inclination toward effortful cognitive activities), are less anxious about new or controversial situations, and welcome the addition of new information and ideas (Helton‐Fauth, 2003; Martin et al, 2011). Research conducted at the CEO level highlights that CEOs who score high on flexibility are more likely to seek out new information when making strategic decisions and adopt strategies that are in sync with changing environments (Miller & Toulouse, 1986).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

CEO cognitive flexibility, information search, and organizational ambidexterity

Kiss

Libaers

Barr

et al. 2020

Strategic Management Journal

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Research summary: Although prior research highlights the organizational and cognitive challenges associated with achieving organizational ambidexterity, there has been comparatively less empirical attention focused on the cognitive characteristics that may differentiate top managers of firms that achieve ambidexterity. We build on emerging research and identify cognitive flexibility as a cognitive characteristic with particular relevance to the challenges associated with ambidexterity and suggest that it works through chief executive officers (CEOs)' information search activities. We find that cognitively flexible CEOs are more likely to engage in effortful and persistent information search and rely to a greater extent on outside sources of information. In turn, effortful and persistent information search activities are associated with higher levels of organizational ambidexterity. Our study pushes forward the research agenda on cognitive micro-foundations of firm capabilities. Managerial summary: Ambidextrous organizations, or organizations that have the capability to pursue both incremental and discontinuous innovation, enjoy more sustainable competitive advantages. However, the achievement of organizational ambidexterity poses unique demands for top managers, including cognitive challenges. To help managers better understand these challenges, this study focuses attention on the role of the CEO in the achievement of organizational

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Section: Theoretical Backgroundmentioning

confidence: 99%

CEO cognitive flexibility, information search, and organizational ambidexterity

Kiss

Libaers

Barr

et al. 2020

Strategic Management Journal

View full text Add to dashboard Cite

show abstract

“…Furthermore, cognitively flexible individuals actively seek and enjoy situations that present information that is controversial or contradicts their viewpoints and are less likely to be apprehensive about the information received (Wheeles & Schrodt, 2001). Research has also shown that cognitively flexible individuals have a higher need for cognition (i.e., inclination toward effortful cognitive activities), are less anxious about new or controversial situations, and welcome the addition of new information and ideas (Helton-Fauth, 2003;Martin et al, 2011). Research conducted at the CEO level highlights that CEOs who score high on flexibility are more likely to seek out new information when making strategic decisions and adopt strategies that are in sync with changing environments (Miller & Toulouse, 1986).…”

Section: Ceo Cognitive Flexibilitymentioning

confidence: 99%

CEO Cognitive Flexibility, Information Search, and Organizational Ambidexterity

et al. 2019

View full text Add to dashboard Cite

Research summary: Though prior research highlights the organizational and cognitive challenges associated with achieving organizational ambidexterity, there has been comparatively less empirical attention focused on the cognitive characteristics that may differentiate top managers of firms that achieve ambidexterity. We build on emerging research and identify cognitive flexibility as a cognitive characteristic with particular relevance to the challenges associated with ambidexterity and suggest that it works through CEOs' information search activities. We find that cognitively flexible CEOs are more likely to engage in effortful and persistent information search activities and rely to a greater extent on outside sources of information. In turn, effortful and persistent information search activities are associated with higher levels of organizational ambidexterity. Our study pushes forward the research agenda on cognitive microfoundations of firm capabilities.Managerial summary: Ambidextrous organizations, or organizations that have the capability to pursue both incremental and discontinuous innovation simultaneously tend to enjoy more sustainable competitive advantages. However, the achievement of organizational ambidexterity poses organizational and managerial cognitive challenges. We focus our attention on the role of the CEOs in this process and suggest that CEO cognitive flexibility is particularly relevant for organizational ambidexterity. We suggest and find that the relationship between CEO cognitive flexibility and organizational ambidexterity is indirect, and highlight the role of CEO information search activities, in particular where and how intensely CEOs search for information, in this relationship. Our study reinforces the importance of human factors in the executive office for the development of firm dynamic capabilities and the implementation of an innovationbased strategy.

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