Session 71

Upper Echelons and Individual Decision Makers

Track P

Date: Tuesday, October 6, 2015

 

Time: 14:15 – 15:30

Paper

Room: Director's Row J


Session Chair:

  • Jeanine Porck, Oklahoma State University

Title: Cognition and the Resolution of Conflict in the Presence of Socio-Economic Tensions: Evidence from an fMRI Study

Authors

  • Anna Dereky, ETH Zurich
  • Todd Hare, University of Zurich
  • Daniella Laureiro-Martínez, ETH Zurich

Abstract: This paper focuses on the micro-mechanisms that underpin the human ability of taking decisions when faced by conflicting objectives. It does so relying on the results of laboratory study that collects behavioral and fMRI data on a sample of 56 healthy individuals. The participants take part in an experiment intended to separate goal-oriented vs. habitual behavior when facing a tradeoff between social and economic objectives. On this basis, our study provides evidence about when and how individuals substitute social and economic objectives, and discusses the relative merits of goal-oriented vs. habitual responses when facing socio-economic tensions.

Title: Explaining the Strength of Firms' Dominant Logic: Performance Feedback and the Dominant Coalition

Authors

  • Dagmar Schaeffner, SAP SE

Abstract: In this paper, I examine the sources of firms’ dominant logic, questioning whether dominant logic is a result of behavioral mechanisms of reinforcement or a reflection of the firm’s dominant coalition. To do so, I introduce strength as a generalizable characteristic of firms’ dominant logic that is observed in the consistency with which information is processed for strategy formulation. Drawing on the behavioral theory of the firm and upper echelons theory, I develop hypotheses regarding the effects of performance feedback, TMT diversity, and CEO tenure on the strength of firms’ dominant logic. To test these hypotheses, I combine survey data on information processing in strategic decision making and characteristics of the dominant coalition with secondary performance data for 97 firms operating the German electronics industry.

Title: Networking in the Mind: The Process and Predictors of Cognitive Network Activation

Authors

  • Balint Dioszegi, ETH Zurich
  • Stefano Brusoni, ETH Zurich

Abstract: Individuals vary in the extent to which they can make use of potential resources within their social networks. As recent studies point out, part of the reason for these differences lies in their ability to cognitively activate their networks (i.e. call certain contacts to mind). The aim of this study is to gain a deeper understanding of this important, yet largely unexplored process. Empirical analysis of 202 individuals provides evidence that, when activating networks, individuals who have stronger Self-Monitoring abilities demonstrate more cognitive flexibility. We argue that these individuals’ ability to select when to use cognitive heuristics allows them to make better use of their network resources.

Title: Strategic Consensus and Cooperation Between Management Teams: The Moderating Role of Boundary Spanning

Authors

  • Jeanine Porck, Oklahoma State University

Abstract: Cooperation between groups is critical for successful strategy implementation but the conditions that foster such intergroup cooperation are not very well understood. We adopt a behavioral strategy lens to study intergroup cooperation and focus particularly on the cooperation between management teams. We argue that both strategic consensus between groups and group’s boundary spanning can improve intergroup cooperation. Additionally we hypothesize that the effect of strategic consensus between groups on intergroup cooperation is moderated by the groups’ boundary spanning behavior. Results of a field study of 52 interdependent management teams and top management team of a large government task organization support the hypothesized main effects and interaction. Dyads of groups with higher degrees of strategic consensus had better intergroup cooperation when they displayed more boundary spanning.

All Sessions in Track P...

Sun: 08:00 – 09:15
Session 281: Models and Evidence in Behavioral Strategy
Sun: 09:45 – 11:00
Session 280: Neuro-science in Behavioral Strategy Research
Sun: 11:15 – 12:30
Session 282: The Origins and Future Development of Behavioral Strategy
Sun: 16:15 – 17:30
Session 77: Organization Level Cognition
Sun: 17:45 – 00:00
Session 325: Behavioral Strategy Business Meeting
Mon: 08:00 – 09:15
Session 72: External Influences: Audiences and Media
Session 83: Behavioral Strategy at the Firm Level
Mon: 11:15 – 12:30
Session 68: Behavioral Theory & Learning
Mon: 13:45 – 15:00
Session 69: Problematizing Categories: Performance, Audiences, Innovation and Status
Session 169: The Role of Attention in Organizational Processes (Evaluation, Promotion, Innovation and Growth)
Mon: 16:45 – 18:00
Session 85: Governance
Tue: 08:00 – 09:15
Session 80: Business Models and Innovation
Tue: 11:00 – 12:15
Session 70: CEO Characteristics: Microfoundations of Behavioral Strategy
Tue: 14:15 – 15:30
Session 71: Upper Echelons and Individual Decision Makers
Session 75: Organizational identity
Tue: 15:45 – 17:00
Session 79: Cognition, Identity and Search
Tue: 17:30 – 18:45
Session 84: Competitors and Other External Forces


Strategic Management Society

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