Vignette d'image

Reuter, Emmanuelle

Nom
Reuter, Emmanuelle
Affiliation principale
Site web
Fonction
Professeure assistante en management de l'innovation
Email
emmanuelle.reuter@unine.ch
Identifiants
https://libra.unine.ch/handle/123456789/1230
_
0000-0002-1107-414X

Résultat de la recherche

Filtres

21
2
2
2
Réinitialiser les filtres

Paramètres

Voici les éléments 1 - 2 sur 2
  • Publication
    Métadonnées seulement
    CEOs' Use of Attention Capacity to Set a Comprehensive Agenda: Attention Load and Social Influence
    (2017-11-30)
    Reuter, Emmanuelle 
    ;
    Floyd, Steven
    ;
    Laamanen, Tomi
    In complex settings, people’s thinking, acting, and interacting with others is often bound by limited attention capacity - limitations to the amount of load that they effectively can bear. In this article, we uncover how decision-makers’ attention load dynamics and their linkages to senders’ influence behaviors provide fertile grounds for reconsidering assumptions surrounding attention capacity limitations. To this end, we synthesize research on constraining – extrinsic - and on enabling – germane - load dynamics, which shape CEOs’ use of attention capacity to develop a comprehensive strategic agenda. Critical to the different ways in which CEOs’ attention load dynamics unfold are social influence behaviors, through which other top managers in general, and Chef Strategy Officers (CSOs) in particular, seek to support or even to control the CEO’s strategic agenda. Together, our arguments expand and to some extent challenge theory on attention capacity and open new opportunities for studying linkages between attention and upward influence behavior in organizations.
  • Publication
    Métadonnées seulement
    Overcoming Cognitive Inertia: The Role of Epistemic Motivation for Second-order Learning
    (2013-8-9)
    Reuter, Emmanuelle 
    ;
    Floyd, Steven
    Prior Population Ecology and Carnegie perspectives point to the social, individual, largely cognitive inertial forces that managers need to overcome in order to circumvent selective pressures. To address this issue this paper treats cognitive inertia as a liability of prior beliefs, to theorize on how beliefs and reasoning strategies come to be updated over time. Drawing from social-cognitive Dual Process Theories of Motivated Reasoning, this paper outlines determinants (cognitive ability and epistemic motivation) and a process model of second-order learning, where managers sometimes learn to overcome the liability of prior beliefs through reflective reasoning. Contributions to adaptive cognition, microfoundations of capabilities, and of collective inertia research are intended to be made.