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  • Publication
    Métadonnées seulement
    Overcoming Cognitive Constraints to Strategic Adaptation: Exploring Three Perspectives
    (St. Gallen: University of St. Gallen, 2015)
    Prior research uncovered that decision-makers face important cognitive constraints to strategically adapt to a discontinuous environment. With the purpose to further scholarly understanding of this managerial problem, this dissertation investigates how social influence mechanisms can support strategic decision-makers to overcome the cognitive constraints involved in strategic adaptation to discontinuous change. The dissertation has two overarching purposes: First, it seeks to develop theory on the dynamic processes through which decision-makers can overcome their cognitive constraints. Second, it develops theory on the particular roles of social influence mechanisms from the organization's internal and external context for shaping these dynamics. This dissertation proceeds as follows: Chapter A provides a summarized overview of existing literature and introduces the dissertation's overarching framework, with related conceptual definitions upon which the subsequent theoretical arguments build. It motivates the dissertation's overall research focus and three specific research questions that will be addressed within three single-standing articles. The first two articles (Chapters C and D) comprise conceptual studies. They offer conceptual accounts of how top managers vary in their use of attention capacity, and of reasoning routines by highlighting linkages between social influences and these cognitive processes. Chapter E comprises an empirical study on the deinstitutionalization of Swiss banking secrecy. This article elaborates on how social conflict processes force decision-makers to overcome institutionalized prescriptions in order to engage in institutional change. Chapter F offers a discussion of the dissertation's major implications - a detailed conceptual and empirical elaboration of the social influences dynamics that instigate decision-makers to overcome cognitive constraints and to foster strategic adaptation to discontinuities.
  • Publication
    Métadonnées seulement
    CEOs' Use of Attention Capacity to Set a Comprehensive Agenda: Attention Load and Social Influence
    (2017-11-30) ;
    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.