Search results
1 – 1 of 1Niklaus Leemann and Dominik K. Kanbach
Resource cognition – identifying valuable resources and capabilities and assessing their potential for redeployment – is a pivotal management capability for strategic renewal…
Abstract
Purpose
Resource cognition – identifying valuable resources and capabilities and assessing their potential for redeployment – is a pivotal management capability for strategic renewal. This study explores how managerial cognition in this activity may be biased, leading to erroneous results.
Design/methodology/approach
This study employs an action research approach: A full resource cognition project was conducted together with the top management of a case firm, including the CEO and members of the supervisory board.
Findings
Resource cognition may be distorted by four cognitive biases: The insulation bias – tending to keep one's perspective insularly to the current business; the novelty bias – tending to exclusively focus on innovation and recent achievements; the status quo bias – tending to view opportunities from the current situation and structural set-up; and the scaffolding bias – tending to adopt concepts and examples indiscriminately to the firm.
Originality/value
Active participation in a resource cognition project provided first-hand and insightful practice-based evidence on resource cognition. Aware practitioners can take preventive steps to avoid cognitive biases. This study sheds light on the under researched issue of resource cognition.
Details