Search results

This paper proposes a theory-based process model for the generation, articulation, sharing and application of managerial heuristics, from their origin as unspoken insight, to proverbialization, to formal or informal sharing, and to their adoption as optional guidelines or policy.

A conceptual paper is built using systematic and non-systematic review of literature. This paper employs a three-step approach to propose a process model for the emergence of managerial heuristics. Step one uses a systematic review of empirical studies on heuristics in order to map extant research on four key criteria and to obtain, by flicking through this sample in a moving-pictures style, the static stages of the process; step two adapts a knowledge management framework to yield the dynamic aspect; step three assembles these findings into a graphical process model and uses insights from literature to enrich its description and to synthesize four propositions.

The paper provides insights into how heuristics originate from experienced managers confronted with negative situations and are firstly expressed as an inequality with a threshold. Further articulation is done by proverbialization, refining and adapting. Sharing is done either in an informal way, through socialization, or in a formal way, through regular meetings. Soft adoption as guidelines is based on expert authority, while hard adoption as policy is based on hierarchical authority or on collective authority.

The findings are theory-based, and the model must be empirically refined.

Practical advice for managers on how to develop and share their portfolio of heuristics makes this paper valuable for practitioners.

This study addresses the less-researched aspect of heuristics creation, transforms static insights from literature into a dynamic process model, and, in a blended-theory approach, considers insights from a distant, but relevant literature – paremiology (the science of proverbs).

So far, the simplicity of heuristics has been mostly studied at the rule level. However, actors' bounded rationality implies that small bundles of rules drive behavior. This study thus conducts a conceptual elaboration around such bundling. This leads to reflections on the various processes of heuristic emergence and to qualifications of the respective characteristics of basic heuristic classes.

Determining which rules – out of many possible ones – to select in one's small bundle constitutes a difficult combinatorial problem. Fortunately, past research has demonstrated that solutions can be found in evolutionary mechanisms. Those converge toward bundles that are somewhat imperfect yet cannot be easily improved, a.k.a., locally optimal bundles. This paper therefore identifies that heuristic bundles can efficiently emerge by social evolutionary mechanisms whereby actors recursively exchange, adopt and perform bundles of rules constitute processes of heuristic emergence.

Such evolutionary emergence of socially calculated small bundles of heuristics differs from the agentic process by which some simple rule heuristics emerge or from the biological calculation process by which some behavioral biology heuristics emerge. The paper subsequently proceeds by classifying heuristics depending on their emergence process, distinguishing, on the one hand, agentic vs evolutionary mechanisms and, on the other hand, social vs biological encodings. The differences in the emergence processes of heuristics suggest the possibility of comparing them on three key characteristics – timescale, reflectivity and local optimality – which imply different forms of fitness.

The study proceeds as a conceptual elaboration; hence, it does not provide empirics. At a microlevel, it enables classification and comparison of the largest possible range of heuristics. At a macrolevel, it advocates for further exploration of managerial bundles of rules, regarding both their dynamics and their substantive nature.

In the field, practitioners are often observed to socially construct their theory of action, which emerges as a bundle of heuristics. This study demonstrates that such social calculations provide solutions that have comparatively good qualities as compared to heuristics emerging through other processes, such as agentic simple rules or instinctive – i.e. behavioral biology – heuristics. It should motivate further research on bundles of heuristics in management practice. Such an effort would improve the ability to produce knowledge fitting the absorptive capacity of practitioners and enhance the construction of normative managerial theories and pedagogy.

Bundles of rules may also play a crucial role in the emergence of collective action. This study contributes to a performativity perspective whereby theories can become reality. It demonstrates how the construction of a managerial belief system may amount to the launching of a social movement and vice versa.

Overall, many benefits accrue from integrating the bundles of rules expressed and exchanged by practitioners under the heuristic umbrella. So far, in management scholarship, such emergent objects have sometimes been interpreted as naïve or as indicative of institutional pressures. By contrast, this study shows that socially calculated bundles may efficiently combine the advantages of individuals' reflective cognitive processes with those provided by massive evolutionary exchanges. In conclusion, the social calculations of small heuristic bundles may constitute a crucial mechanism for the elaboration of pragmatic theories of action.

This paper aims to analyze social sex relations by hypothesizing a reconfiguration, in a future time, of the “material and ideal foundations” of gendered entrepreneurship.

The approach consisted in adopting the gender approach in order to identify, on the one hand, the material and ideal elements that underlie the dominant entrepreneurial ethos; on the other hand, to question, starting from a “heuristic hypothesis”, the emergence, in a future time, of representations, behaviors and practices opposable to the dominant entrepreneurial ethos.

The research outcomes reveal that by investing in traditionally male bastions, women develop entrepreneurial dynamics detached from any gendered approach. This approach suggests how the representations, behaviors and practices related to the dominant entrepreneurial ethos can be modified.

At a great distance from some “naturalization of competences”, this paper deals with the modalities that contribute to overcoming the principles of gender differentiation. It proposes a theoretical framework to understand how the mobilization of the gender approach, characterized by the lack of differentiation of skills, invites, from a “heuristic hypothesis”, a questioning of the dominant entrepreneurial ethos.

To better understand executive communication on social media, the purpose of this paper is to examine the pattern of messages posted by chief executive officers (CEOs) on Twitter and their retweetability (rate of reposting by other users).

The study data comprises 1,068 original tweets randomly selected from all Fortune 1000 CEOs’ tweets in 2014. The impact of the contextual factors (industry background, activeness, and Twitter age) and content factors (content types, supplementary information, and linguistic features) on retweetability was examined through regression analyses.

CEOs tweet to share information and insights, to promote their companies or products, to update work or life status, and to interact with the public. Original insights, promotional messages, and seasonal greetings were most likely to be retweeted. CEOs’ backgrounds, usage of hashtags, and certainty of language were also positively associated with retweetability.

CEOs may enhance their online social influence through demonstrating leadership by sharing insights about their organization or industry and posting topical messages (e.g. season’s greetings). Furthermore, CEOs could use hashtags strategically to initiate or participate in discussions and promote their personal visibility.

This study is one of the first to evaluate how leaders of the largest companies in the USA communicate on Twitter. It contributes to a theoretical understanding of the factors underlying online influence – the influence of the status of the online communicator vs the message content on information forwarding.

This paper aims to use the case of early medieval Irish monasticism to highlight the implicit a historicism of the knowledge management (KM) literature and to show how such a historical study can be used to increase the level of discourse and reflection within the contested and increasingly fragmented field of KM.

The author uses secondary source analysis from a diversity of academic fields to examine the relatively sophisticated processes through which the monks gathered, codified, created, interpreted, disseminated and used religious and secular knowledge. The author then draws out a number of insights from this literature to aid current thinking on and debates within the field of KM.

The paper presents a church metaphor of KM operating at two levels. Internally the metaphor highlights the deliberate but politically contentious nature of knowledge creation, a process of developing both explicit and tacit knowledge among the monks, revolving around ideologies and cults, and primarily concerned with the avoidance, constraining and settling of controversies and debates. Externally, the metaphor highlights the political use of and the mediation of access to knowledge for the purposes of social position and influence.

This paper is original in providing a detailed consideration of KM activities within a specific early medieval historical context and in drawing from the study to contribute to current thinking within the field of KM.

To improve the performance of the krill herd (KH) algorithm, in this paper, a series of chaotic particle-swarm krill herd (CPKH) algorithms are proposed for solving optimization tasks within limited time requirements. The paper aims to discuss these issues.

In CPKH, chaos sequence is introduced into the KH algorithm so as to further enhance its global search ability.

This new method can accelerate the global convergence speed while preserving the strong robustness of the basic KH.

Here, 32 different benchmarks and a gear train design problem are applied to tune the three main movements of the krill in CPKH method. It has been demonstrated that, in most cases, CPKH with an appropriate chaotic map performs superiorly to, or at least highly competitively with, the standard KH and other population-based optimization methods.

This research explores how investment and central bankers cope with strategic uncertainty when they anticipate prices. The uncertainty originates from others' decisions and their consequences, and cannot be meaningfully reduced to risk. The authors postulate that, in order to cope with this type of uncertainty, bankers use simple rules, also called heuristics. This study aims to identify such heuristics and the psychological processes that underlie them.

The authors interviewed 22 managers of teams tasked to anticipate prices, in two leading investment and central banks. The primary data came from in-depth, semi-structured interviews lasting 30–60 min, supplemented by our observations during the on-site visits, emails and phone calls when preparing the interviews, and reports published by the banks. Data were coded and heuristics were induced over multiple rounds by multiple researchers.

Bankers (1) construct simple game representations of markets, (2) make inferences to gauge opponents, (3) become alert when they see too much agreement and (4) communicate coherent narratives. Heuristics (1)–(3) are employed when the pace of decision-making is fast, whereas (4) is used for longer time scales. In sum, bankers exhibit reciprocal bounded rationality, wherein interaction partners are mutually aware of and adapted to the fundamental uncertainty of the task and their limited resources.

Heuristics for anticipating prices have not been studied empirically outside the lab. The findings may help integrate conceptualizations of heuristics in the simple-rules and fast-and-frugal-heuristics research programs and improve market efficiency.

This paper seeks to develop understanding of how competent practitioners develop into experts through learning expert thinking processes and how knowledge management initiatives can be used to structure this development.

A literature review‐derived research model underpinned the semi‐structured interviews with 21 acknowledged experts from a wide variety of disciplines and sectors. A qualitative exploratory research design was used to study how the experts go about developing other professionals in the field through showing them how they learn themselves and making visible their own thinking processes. The implications for KM programs were developed in conjunction with KM practitioners.

The experts used various methods to make their thinking visible through demonstration of practice and direction of structured learning activities. KM's contribution to this form of expertise development lies in structuring approaches to making work in progress more visible (through technology and process) and through introducing a coaching framework that enables and supports reflection on practice.

The specific context of expertise development that has been studied is those situations where generalized principles and explicit knowledge cannot be readily captured in artifacts. Further research is needed to show how this can be combined with other approaches to developing and retaining expertise. Confirmatory research is also needed to refine and further validate the proposed recommendations for KM practice.

The paper prepares the ground for integrating an important aspect of expertise development within KM programs.

The paper extends KM's contribution to expertise retention and development to include structured support for the development of expert thinking processes.

Knowledge has been theorized as being an elementary form of organization in the so‐called knowledge management literature. Although there are numerous analytical strengths in this literature, a reductionist view of knowledge dominates the field. From a reductionist view, knowledge is an extension from data and information. As opposed to this image of knowledge, this paper suggests that knowledge is what is inherent in practices and concepts employed and invented to denote such practices. The notion of knowledge is therefore constituted on a single plane or surface wherein practices and concepts are entangled. As a consequence, knowledge is always indeterminate and fluid because it is immanent in a multiplicity of undertakings and changing language games. In addition, data and information only represents a sub‐set of what we call knowledge. This processual and fluid view of knowledge represents an epistemological break with reductionist views of knowledge and enables for new perspectives on how knowledge is managed as an intangible resource in organizations.