In our framework, we examine the influence of both reactive and proactive cognitive variables on strategic change. Reactive sources that impact strategic change are perceptions and attributions – cognitions that determine the “what” and the “why” of performance. Perceptions are first-order cognitions that assess what is the performance feedback: positive or negative? After performance feedback is perceived, attributions are second-order cognitions that attempt to establish why the performance is positive or negative.
Haleblian, J. and Rajagopalan, N. (2005), "Top Managerial Cognitions, Past Performance, And Strategic Change: A Theoretical Framework", Szulanski, G., Porac, J. and Doz, Y. (Ed.) Strategy Process (Advances in Strategic Management, Vol. 22), Emerald Group Publishing Limited, Bingley, pp. 63-91. https://doi.org/10.1016/S0742-3322(05)22003-XDownload as .RIS
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