2001
DOI: 10.1002/smj.166
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Strategic groups and competitive enactment: a study of dynamic relationships between mental models and performance

Abstract: This study used computer-assisted content analysis of more than four hundred presidents' letters to shareholders to examine empirical linkages between cognitive strategic groups clustered by themes in the reports and strategic groups clustered by performance. We found these groups converged as predicted by the literature, and that mental models and performance are involved in a recursive process of competitive enactment which contributes to strategic group stability. Our research used inductively derived theme… Show more

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Cited by 197 publications
(167 citation statements)
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References 54 publications
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“…Extant research contends that subjective cognitive representations that top managers develop about their environments are the result of making sense of, learning from, and addressing the unique cognitive challenges embedded in their operating environments (Daft and Weick, 1984;Fiske and Taylor, 1991;Reger and Palmer, 1996;Osborne, Stubbart, and Ramaprasad, 2001). For example, Bogner and Barr (2000) argued that through the process of making sense of and responding to the cognitive challenges embedded in the hypercompetitive environments, top managers in hypercompetitive industries develop cognitive representations that are significantly different from those held by top managers from firms operating in more stable environments.…”
Section: Industry Velocity Attention Focus and Causal Logicsmentioning
confidence: 99%
See 1 more Smart Citation
“…Extant research contends that subjective cognitive representations that top managers develop about their environments are the result of making sense of, learning from, and addressing the unique cognitive challenges embedded in their operating environments (Daft and Weick, 1984;Fiske and Taylor, 1991;Reger and Palmer, 1996;Osborne, Stubbart, and Ramaprasad, 2001). For example, Bogner and Barr (2000) argued that through the process of making sense of and responding to the cognitive challenges embedded in the hypercompetitive environments, top managers in hypercompetitive industries develop cognitive representations that are significantly different from those held by top managers from firms operating in more stable environments.…”
Section: Industry Velocity Attention Focus and Causal Logicsmentioning
confidence: 99%
“…Of particular relevance to those interested in capturing the beliefs of the top management of an organization are Letters to Shareholders (LTS) in company annual reports. These letters are public statements made by chief executives charged with charting their companies' futures and are official documents that discuss the strategic themes that top managers believe are important to the firm (Osborne et al, 2001). While these documentary sources can represent only espoused beliefs rather than the full complement of beliefs that are held, perhaps unconsciously (Fiske and Taylor, 1991), by top managers, there is reason to believe that they reflect those beliefs that are at the forefront of their consciousness as they contemplate the issues of the time (Erdener and Dunn, 1990).…”
Section: Data Sourcesmentioning
confidence: 99%
“…These complex networks have been researched using different approaches. For example, strategic research has looked at strategic groups, either as defined by objective characteristics (McNamara et al, 2003;Porter, 1985) or delineated by a shared understanding of different companies (Osborne et al, 2001;Reger and Palmer, 1996). While this research tradition looks at structures of competition between related companies, the channel management or supply chain literature treats each individual business relationship as a separate entity, arguing that companies have to respond appropriately to changes in their business environment (Achrol et al, 1983;Guiltinan, 1974;Stern and Reve, 1980).…”
Section: Business Network and Changementioning
confidence: 99%
“…Whether or not change is perceived similarly by different actors in a specific network is of key interest, as differences or similarities in any firm's perspective can be used to understand strategic behaviour (Bogner and Thomas, 1993;Osborne et al, 2001). However, comparing the perceptions of multiple actors, specifically the time and space specificity of change, remains an under-researched area (Ford et al, 2008).…”
Section: An Analytical Framework Of Network Changementioning
confidence: 99%
“…Content analysis application D. Osborne, C. I. Stubbart, and A Ramaprasad [27] Analysis of 400 letters from presidents of companies to shareholders for define the empirical boundaries based on performance or strategies P. H. Bam [2] Analysis of a group of colleagues to determine what perceptions influence performance and discussion groups B. K. Boyd, S. Gove, and M. A. Hitt [5] Analysis of research methodologies used in the management through the study of journal articles from 1998 to 2000 R. Hodson [14] Analysis of employee behaviors and skills of managers to develop honest behavior E. Abrahamson, and D. C. Hambrick [1] Analysis of managers' discretion in relation to the characteristics of the different sectors R. A. D'Aveni, and I. C. MacMitlan [8] Analysis of letters to shareholders of 57 companies in times of crisis with a view to analyzing which elements of the environment are taken more into account.…”
Section: Authorsmentioning
confidence: 99%