Taxonomic Mental Models in Competitor Definition

Oppositional Identities and Resource Partitioning: Distillery Ownership in Scotch Whisky, 1826–2009

“…Products within a category generally become homogenized as multibusiness firms come to dominate. Research on strategic groups suggests that similar organizations offer products with similar intrinsic appeal (Porac and Thomas 1990;Rosa, Porac, Runser-Spanjol, and Saxon 1999). Rivalry runs stronger among firms within a category than between companies in different categories.…”

The Reputational Landscape

“…Corporate identity affects how managers both interpret and react to environmental circumstances (Meyer, 1982;Dutton and Dukerich, 1991). Shared cultural values and a strong sense of identity therefore guide managers, not only in defining what their firms stand for, but in justifying their strategies for interacting with key stakeholders (Miles and Cameron, 1982;Porac and Thomas, 1990).…”

Eliciting Managerial Cognitions - The Role of Cognition in Management Research

“…These belief structures are automatically created, as the managers need tools to face the complexity of their environment and information in it [18]. There is plenty of research focusing on the managerial cognitions and their outcomes which has created path for the present studies [19], [20], [2]. The research interests have been, for example, on following questions: how managers" attention guides action in organization [21], [22], how managers" cognition affects the strategy process [2], and how different strategic thinking effect the strategy development and implementation (see Walsh [11] for a review).…”

“…In addition, from a decision making perspective, it is suggested that strategic decision making and implementation are both improved through managers" sharing homogenous cognitions of competition e.g. [20], developed and collective cognitive cognitions among top management increases the effectiveness of decision making [16], help attainment of objectives and learning in complex situations [26], and support handling the uncertainty inherent in decision making [27].…”