Trouble in Paradise: A Cognitive Gap Model of Strategic Decision-making

By :"James R. Dewald"

Published on 2006 by ProQuest

Category :

Why do incumbent firms sometimes benefit, and at other times suffer severely from the introduction of disruptive change? Recently, scholars have argued that mixed research results are indicative of a misguided focus on capability, inertial, and institutional influences, while ignoring the underlying cognitive drivers of strategic decision-making. This study develops and tests a Cognitive Gap Model that measures the influences of individual, organizational, and situational factors on the strategic decision-maker's intentions to resist or adopt a disruptive business model. Data is collected from 126 small business strategic decision-makers, indicating that while situational framing somewhat influences resource allocation intentions, cognitive behavioral, normative, and control beliefs provide a clearer understanding of strategic decision-maker's intentions to adopt disruptive business models. Introducing firm performance, risk outcome history, perceived gestation period as additional organizational, individual and situational factors, enhances the model further. The Cognitive Gap Model introduces new opportunities for research and practice, providing strategic decision-makers with mechanisms to manipulate cognition in support of otherwise problematic adoption of disruptive change.

Trouble in Paradise: A Cognitive Gap Model of Strategic Decision-making

Lenght : 171

Language : en

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Trouble in Paradise: A Cognitive Gap Model of Strategic Decision-making

was ranked 40 by Google Books