Information Processing Approach in Organisational Cognitive Structures: Relationship between Top and Middle Managers' Cognitions

No abstract is available for this paper.

• Publication year

  2016

• Venue

  International Journal of Information Systems and Social Change

• Publication date

  2016-10-01

• Fields of study

  Computer Science, Business, Psychology

• Identifiers
  DOI 10.4018/IJISSC.2016100101
• External record

  Open on Semantic Scholar

• Source metadata

  Semantic Scholar

• No claims are published for this paper.

• No concepts are published for this paper.

• Strategic interpretation on sustainability issues – eliciting cognitive maps of boards of directors

  2016cited by this paper
• Managerial cognition and dominant logic in innovation management: empirical study in media industry

  2015cited by this paper
• UvA-DARE ( Digital Academic Repository ) Selection system orientations as an explanation for the differences between dual leaders of the same organization in their perception of organizational performance

  2015cited by this paper
• Managerial cognitive capabilities and the microfoundations of dynamic capabilities

  2015cited by this paper
• Sizing of a Composting Plant and a Reception and Storage Center for an Ecological Park in Mexico

  2015cited by this paper
• Structural interdependence within top management teams: A key moderator of upper echelons predictions

  2015cited by this paper
• Model-Based Learning and Performance

  2014cited by this paper
• Systemic risk elicitation: Using causal maps to engage stakeholders and build a comprehensive view of risks

  2014cited by this paper
• Cognitive Frames in Corporate Sustainability: Managerial Sensemaking with Paradoxical and Business Case Frames

  2014cited by this paper
• Making strategy work: The role of the middle manager

  2014cited by this paper
• Clusters Go Green: Drivers of Environmental Sustainability in Local Networks of SMEs

  2013cited by this paper
• Dynamic managerial capabilities: Configuration and orchestration of top executives' capabilities and the firm's dominant logic: Research Notes and Commentaries

  2013cited by this paper
• Online Social Networks: Student Perceptions and Behavior Across Four Countries

  2012cited by this paper
• An Investigation on Customer Attitude and Perception towards Internet Banking: A Case Study

  2012cited by this paper
• The role of individuals in the information processing perspective

  2012cited by this paper
• Research in Cognition and Strategy: Reflections on Two Decades of Progress and a Look to the Future

  2011cited by this paper
• Middle Managers, Strategic Sensemaking and Discursive Competence

  2011cited by this paper
• Approaching Business and the Environment with Complexity Theory

  2011cited by this paper
• Corporate sustainability strategies: sustainability profiles and maturity levels

  2010cited by this paper
• Experiencing Rare and Unusual Events Richly: The Role of Middle Managers in Animating and Guiding Organizational Interpretation

  2009cited by this paper
• Cognitive Factions in a Top Management Team: Surfacing and Analyzing Cognitive Diversity using Causal Maps

  2009cited by this paper
• The Middle Management Perspective on Strategy Process: Contributions, Synthesis, and Future Research

  2008cited by this paper
• Strategic schemas, strategic flexibility, and firm performance: the moderating role of industry clockspeed

  2007cited by this paper
• Cognition of Experts and Top Managers about the Changes in Innovation Space.

  2007cited by this paper
• Visual representations in science education: The influence of prior knowledge and cognitive load theory on instructional design principles

  2006cited by this paper
• Analyzing cognitive maps to help structure issues or problems

  2004cited by this paper
• Work group diversity and group performance: an integrative model and research agenda.

  2004cited by this paper
• How Industries Evolve: Principles for Achieving and Sustaining Superior Performance

  2004cited by this paper
• Causal Cognitive Mapping in the Organizational Strategy Field: A Comparison of Alternative Elicitation Procedures

  2004cited by this paper
• The Sustainability Balanced Scorecard – linking sustainability management to business strategy

  2002cited by this paper
• Consensus formation during strategic change

  2001cited by this paper
• Reasoning with Mental Models

  2001cited by this paper
• Management 'intuition': An interpretative account of structure and content of decision schemas using cognitive maps

  2001cited by this paper
• Corporate Social Responsibility: a Theory of the Firm Perspective

  2001cited by this paper
• Making Sense in Hypercompetitive Environments: A Cognitive Explanation for the Persistence of High Velocity Competition

  2000cited by this paper
• Team Mental Models: Techniques, Methods, and Analytic Approaches

  2000cited by this paper
• Exploring the Link between Dominant Logic and Company Performance

  2000cited by this paper
• Comparing Methods for Mapping Organizational Cognition

  1999cited by this paper
• Explaining Complex Organizational Dynamics

  1999cited by this paper
• Governance Structures, Coordination Mechanisms and Cognitive Models

  1997cited by this paper
• A Resource-Based Perspective On Corporate Environmental Performance And Profitability

  1997cited by this paper
• TOWARDS AN ATTENTION-BASED VIEW OF THE FIRM

  1997cited by this paper
• Culture and cognition

  1997cited by this paper
• Reading the wind: how middle managers assess the context for selling issues to top managers

  1997cited by this paper
• THE DOMINANT LOGIC: RETROSPECTIVE AND EXTENSION

  1995cited by this paper
• Managerial and Organizational Cognition: Notes from a Trip Down Memory Lane

  1995cited by this paper
• A Method for Eliciting and Comparing Causal Maps

  1995cited by this paper
• The science of complexity: An alternative perspective for strategic change processes

  1995cited by this paper
• Team Mental Model: Construct or Metaphor?

  1994cited by this paper
• Social cognition and social perception.

  1993cited by this paper
• EXPLORING THE NEED FOR A SHARED COGNITIVE MAP

  1992cited by this paper
• CONGREGATE COGNITIVE MAPS: A UNIFIED DYNAMIC THEORY OF ORGANIZATION AND STRATEGY

  1992cited by this paper
• TOP MANAGEMENT, STRATEGY AND ORGANIZATIONAL KNOWLEDGE STRUCTURES

  1992cited by this paper
• Measuring Differences Between Cognitive Maps

  1992cited by this paper
• Middle management involvement in strategy and its association with strategic type: A research note

  1992cited by this paper
• Some differences make a difference: Individual dissimilarity and group heterogeneity as correlates of recruitment, promotions, and turnover.

  1991cited by this paper
• Top-management-team tenure and organizational outcomes: The moderating role of managerial discretion.

  1990cited by this paper
• MANAGERIAL COGNITION: A MISSING LINK IN STRATEGIC MANAGEMENT RESEARCH

  1989cited by this paper
• Selectivity and selective perception: An investigation of managers''belief structures and informatio

  1988cited by this paper
• Toward Middle-Up-Down Management: Accelerating Information Creation

  1988cited by this paper
• Strategic Change and the Management Process

  1987cited by this paper
• The Role of Negotiated Belief Structures in Strategy Making

  1986cited by this paper
• The dominant logic: A new linkage between diversity and performance

  1986cited by this paper
• Toward a Model of Organizations as Interpretation Systems

  1984cited by this paper
• Upper Echelons: The Organization as a Reflection of Its Top Managers

  1984cited by this paper
• Competitive Strategy: Techniques for Analyzing Industries and Competitors

  1980cited by this paper
• Theories of Decision-Making in Economics and Behavioural Science

  1966cited by this paper
• New Patterns of Management.

  1963cited by this paper
• A Behavioral Model of Rational Choice

  1955cited by this paper
• The nature of explanation

  1944cited by this paper

• No citing papers are available for this paper.