Session 212

Initiative Generation, Opportunity Sensing, Decision and Change Processes: The Role of Context and Cognition

Track H

Date: Tuesday, October 6, 2015

Track B

Time: 08:00 – 09:15

Common Ground

Room: Plaza Court 2


Facilitator:

  • J Ignacio Canales, University of Glasgow

Title: Bringing Quality Back to the Strategy Process: An Evolutionary Perspective of Disciplined Imagination

Authors

  • Sorah Seong, INSEAD

Abstract: Our field knows much about the selection stage of strategy formation, but less about the variation stage that precedes it. This paper bridges this gap in the literature by asking: How do individual strategic initiatives emerge in the first place, and how can we ensure quality in that process? We take the evolutionary perspective of an individual actor navigating through the two competing logics of strategy making, i.e., discipline vs. imagination. We explore how these logics are configured within and across the different stages of problem trigger, metaphorical navigation, and metaphor implementation. Based on the in-depth case study of American songwriter Suzanne Vega, we build a theory of intra-personal ecology in the pre-selection stage of strategy making, hence the beginning of a new beginning.

Title: Cognition and Organizational Capabilities: Contribution to Strategic Change and Subsidiary Performance

Authors

  • Angel Gonzalez, Universidad de Santiago de Chile
  • J Ignacio Canales, University of Glasgow

Abstract: Results from an inductive theoretical development show that cognition at the level of senior technical engineers exerts a dual role into strategy process in response to market adaptation. The first role is as change drivers, which promotes the ability to build, integrates and reconfigures firm-specific human capital. This role is derived from the structured and hierarchical top down relations. The second role is as underpinnings of capability development, which supplies a set of relevant resources and capabilities for making decisions. This role arises from the bottom up relations. These findings are result of in-depth case study in a foreign subsidiary. This is one of the cases in which dynamic capabilities formation is neither the exclusive responsibility of top management nor a pure bottom up process.

Title: Differing Impact of Internal Coordination Mechanisms on Opportunity Sensing Capability

Authors

  • Naohiro Sawada, Aoyama Gakuin University
  • Kazuhiro Asakawa, Keio University
  • Hiroshi Nakamura, Keio University

Abstract: This research investigates how a difference of firm’s internal coordination mechanisms affects the opportunity sensing capability which consists of factors of dynamic capability. Internal coordination mechanisms are classified into formal coordination and informal coordination. We show that formal coordination does not have a positive effect on opportunity sensing capability, but indirectly strengthens the capability via the firm’s activities such as internal research and development. Informal coordination directly affects opportunity sensing capability, but does not have the interaction effect on the capability. We show the results to use the data of Japanese firms. Existing research do not distinguish formal coordination from informal coordination when analyzing sensing capability. This research indicates the importance of formalization of internal coordination mechanisms and advances the theory of dynamic capability.

Title: Dynamic Managerial Capabilities and Relationships: The Role of Social Relations in Strategic Change

Authors

  • Michael Hartmann, European University Viadrina
  • Markus Vodosek, German Graduate School of Management and Law

Abstract: Previous research has emphasized the importance of social relationships for managerial performance outcomes and strategic change initiatives. However, the way in which social relations affect managers’ success in achieving strategic change remains unaddressed. In this conceptual paper, we draw on the literature on dynamic managerial capabilities and on relational models theory to investigate the effects of social relations on the outcomes of strategic change. By focusing on the capabilities of sensing opportunities and threats, seizing opportunities, and reconfiguring resources, we explore how social relations impact strategic change in organizations.

Title: The Context of Strategic Decisions: Parsimonious and Integrative Models?

Authors

  • Rob Jansen, Tilburg University
  • Annefleur Krijkamp, Tilburg University
  • Femke van Bakel, Tilburg University

Abstract: Recent strategic decision-making research emphasizes the search for a parsimonious set of constructs and integrative models. The results of this paper reveal that a continued search is necessary, but the way in which this happens can benefit from an alternative approach. We analyze the literature that empirically investigates the context factors of strategic decisions in relation to the process and outcomes of strategic decision-making. Our analysis shows that context factors, when tested directly on process constructs, are far more often confirmed than if the test takes place when the context factors are included in more complex tests (moderating and mediating effects). Next to this, the results reveal that more thought is needed on how we further explore the role of context factors of strategic decisions.

Title: The interplay between Rationality and Intuition in Strategic Decision Processes

Authors

  • Ioannis Thanos, Lancaster University
  • Vassilis Papadakis, Athens University of Economics and Business

Abstract: Rationality and intuition are considered to be vital dimensions of strategic decision processes. Prior studies have mostly viewed these as distinct dimensions, providing limited insights to our understanding of strategic decision processes. This study examines the interplay between rationality and intuition based on a multimethod field of study in a non US context. The results suggest that combining rationality and intuition at the same time could lead to successful strategic decisions. Even more importantly, we found that in dynamic settings decision making teams which can combine both rationality and intuition outperform teams which use seperately rationality or intuition. The implications of these findings are discussed.

All Sessions in Track H...

Sun: 08:00 – 09:15
Session 22: On Boxes, Arrows and Multiple Case Studies
Sun: 09:45 – 11:00
Session 23: Simple Rules and Other Seminal Contributions
Sun: 11:15 – 12:30
Session 24: Tribute to Kathleen Eisenhardt
Sun: 16:15 – 17:30
Session 113: Serial Acquisitions: Strategies and Processes
Session 154: Processes of Capability Development, Rejuvenation and Erosion and their Interplay with Strategy
Sun: 17:45 – 00:00
Session 316: Strategy Process Business Meeting
Mon: 08:00 – 09:15
Session 162: Strategy Formation Processes
Mon: 11:15 – 12:30
Session 210: M&A/JV Implementation
Mon: 13:45 – 15:00
Session 169: The Role of Attention in Organizational Processes (Evaluation, Promotion, Innovation and Growth)
Mon: 16:45 – 18:00
Session 134: Leading change implementation processes
Tue: 08:00 – 09:15
Session 135: Micro-processes for developing dynamic capabilities
Session 212: Initiative Generation, Opportunity Sensing, Decision and Change Processes: The Role of Context and Cognition
Session 255: Processes for Innovation and Ideation
Tue: 11:00 – 12:15
Session 211: Cognition, Discourse and Innovation Dynamics within and across Organizations
Tue: 14:15 – 15:30
Session 275: External Interface Processes and their Consequences
Tue: 17:30 – 18:45
Session 165: Strategic Change: The Role of Cognition and Affect/Emotions

All Sessions in Track B...

Mon: 11:15 – 12:30
Session 133: Strategic renewal & business model innovation
Mon: 16:45 – 18:00
Session 134: Leading change implementation processes
Tue: 08:00 – 09:15
Session 135: Micro-processes for developing dynamic capabilities
Session 212: Initiative Generation, Opportunity Sensing, Decision and Change Processes: The Role of Context and Cognition
Tue: 17:30 – 18:45
Session 165: Strategic Change: The Role of Cognition and Affect/Emotions


Strategic Management Society

Denver