COGNITION AND STRATEGIC CHANGE: THEORY DEVELOPMENT FROM CASE RESEARCH

Abstract

Strategic change and managerial cognition are closely intertwined. However when data on a specific case of delayed strategic change involving multiple levels of an organization are presented, questions are raised about the application of a managerial cognition framework. This commentary attempts to reconcile some of what is currently known regarding managerial cognition and how a cognitive model is induced from a case study on strategic change in the James Division of Warren Corporation. Alternative interpretations of the data are introduced and directions for future research using the induced theory are suggested.

Citation

Schoonhoven, C.B. (2003), "COGNITION AND STRATEGIC CHANGE: THEORY DEVELOPMENT FROM CASE RESEARCH", Dansereau, F. and Yammarino, F.J. (Ed.) Multi-Level Issues in Organizational Behavior and Strategy (Research in Multi-Level Issues, Vol. 2), Emerald Group Publishing Limited, Leeds, pp. 361-371. https://doi.org/10.1016/S1475-9144(03)02020-4