Session 77

Organization Level Cognition

Track P

Date: Sunday, October 4, 2015


Time: 16:15 – 17:30


Room: Governor's Square 9

Session Chair:

  • TBD

Title: Behavioral Motivation for Diversification : A Linkage between Aspiration and Environment


  • Christine Choi, Seoul National University
  • Taewoo Roh, Soonchunhyang University

Abstract: We explore how performance relative to aspiration level influences firms’ choice of diversification strategy, and how this relationship changes contingent upon environment. Using a sample of U.S. manufacturing firms during 2000-2013, we propose that under stable environment, firms pursue different diversification strategies according to their performance feedback situation, but uniformly pursue unrelated diversification when faced with crisis. However, underlying motivations for unrelated diversification during the crisis differs upon their performance situation. The study contributes both to the behavioral theory and diversification literatures by integrating the theory with environment dynamism concept to identify antecedents for diversification strategy.

Title: Improving Resource Allocation Decisions: The Role of Agility and Incentives


  • Massimo Garbuio, University of Sydney
  • Dan Lovallo, University of Sydney
  • Timothy Koller, McKinsey & Company
  • Zane Williams, McKinsey & Company

Abstract: Resource allocation within firms is a major importance to the economy. However, little is known about the fine-grained practices by which companies can optimize investments within their ongoing businesses. In this study, we address this topic by examining three key resource allocation mechanisms – capital investments, sales and marketing, and R&D. Our database consists of over 500 companies based in several industries. We found that there are four factors that affect company performance as well as company growth and innovation: agility, project discipline, risk appetite and incentives. These mechanisms complement each other and form two key meta-factors. Disciplined agility, which results from a consistence evaluation process and agility in reallocating resources when necessary as opposed to strict adherence to an annual process. Inclusive incentives refer to the need for risk taking to take place within an environment of short-term project based incentives and longer-term career based rewards.

Title: Setting the Bar: The Evaluative and Allocative Roles of Organizational Aspiration Level


  • Dongil Keum, New York University
  • J.P. Eggers, New York University

Abstract: Organizational aspirations play dual roles that create tension in setting organizational aspiration level. On one hand, they serve a backward-looking, evaluative role as a benchmark for grading performance. On the other, they serve a forward-looking, allocative role in influencing the allocation of limited resources. We suggest that managers will be more aggressive in setting aspirations when the competition for resources is fierce, but will set less aggressive targets when resource competition is lower or the cost of missing performance targets is higher. Across two research settings, we find that intra- and inter-organizational factors that influence the intensity of resource competition and the cost of missing performance targets, such as financial slack, debt ratio, institutional ownership, and analyst coverage, determine the aggressiveness of aspiration level.

Title: Walk the Talk? Examination of Japanese Firms' Public Announcement of Global Expansion


  • Katsuhiko Shimizu, Keio University

Abstract: Under a rapidly globalizing environment, it is inevitable for firms to expand in international markets outside of their home country. In doing so, showing strong commitment to global expansion provides a firm various benefits in terms of support from stakeholders. However, rigorous academic research tends to focus on individual level commitment and limited attention has been paid to the organizational level commitment. To fill the gap, we examine three research questions in this paper: (1) What factors contribute to the difference in terms of the degree of commitment (i.e., concreteness/clearness of the announcement) regarding global expansion? (2) Is the degree of commitment associated with actual results? (3) If not, why not? Our sample consists of 90 Japanese food firms.

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

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