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1 – 10 of over 2000Rui Zhang and Noel Scott
A schema is a concept used to describe the organisation of memory about an object. Schema are perceptual prototypes abstracted from numerous episodic events based on their…
Abstract
A schema is a concept used to describe the organisation of memory about an object. Schema are perceptual prototypes abstracted from numerous episodic events based on their similarities or commonalities. In tourism, a schema may be termed a network, mental model, social schema, stereotype, social role, script, worldview, heuristics or archetype. A schema is flexible. New information may be either assimilated or accommodated based on its degree of congruity. Schema incongruent information requires more mental effort to process. The concept is used in research on destination brand image, storytelling, social relationships, attitude change and transformation during travel. The concept is useful in discussion of the change to a sustainable worldview.
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Somendra Narayan, Jatinder S. Sidhu, Charles Baden-Fuller and Henk W. Volberda
At the level of a cognitive schema, a business model is a mental map of a firm’s value-creating, value-delivering, and value-capturing activities and the linkages between them. An…
Abstract
At the level of a cognitive schema, a business model is a mental map of a firm’s value-creating, value-delivering, and value-capturing activities and the linkages between them. An important question in the study of business models as cognitive schemas is whether and how schemas differ across industry actors and whether the differences are connected to the variation observed in actual business models in the industry. This chapter examines, in particular, the ways in which business model schemas of industry insiders differ from those of industry outsiders. Using data from interviews with chief executive officers (CEOs) of 30 legal-tech firms, we graphically construct and analyze the CEOs’ schemas of important causal interdependencies between their firms’ activities. The analysis shows systematic differences between insiders and outsider CEOs’ schemas. We theorize that these differences underlie insider and outsider CEOs’ distinct approaches to opportunity recognition, expertise perception, and value framing, and have consequences for actual business model evolution in the industry.
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Gary R. Weaver and Jason M. Stansbury
Religious institutions can affect organizational practices when employees bring their religious commitments and practices into the workplace. But those religious commitments…
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Religious institutions can affect organizational practices when employees bring their religious commitments and practices into the workplace. But those religious commitments function in the midst of other organizational factors that influence the working out of employees’ religious commitments. This process can generate varying outcomes in organizational contexts, ranging from a heightened effect of religious commitment on employee behavior to a negligible or nonexistent influence of religion on employee behavior. Relying on social identity theory and schematic social cognition as unifying frameworks for the study of religious behavior, we develop a theoretically informed approach to understanding how and why the religious beliefs, commitments and practices employees bring to work have varying behavioral impacts.
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Paul Dean, Kris Marsh and Bart Landry
Purpose – While existing literature on work–family schemas has focused on white middle-class mothers, we examine how race, class, and gender shape black middle-class mothers’ work…
Abstract
Purpose – While existing literature on work–family schemas has focused on white middle-class mothers, we examine how race, class, and gender shape black middle-class mothers’ work and family life.Design/methodology/approach – Drawing upon 31 in-depth, semi-structured interviews with mothers (and their husbands), this chapter utilizes an intersectional approach to explore distinct cultural schemas for work and family.Findings – We document two schemas that define conceivable and desirable roles for black motherhood, work, and family. Some black middle-class mothers interpreted work and family roles as contradictory following the schema of family devotion (Blair-Loy, 2003). However, most mothers interpreted work and family as complementary role-identities, following a schema we call work–family integration. They enacted dual roles of mother and worker, integrating them into a meaningful, multi-dimensional view of black womanhood.Research limitations/implications – The findings emphasize the need for a more intersectional approach to research on work and family. Given existing literature documenting racial variation in work–family conflict, it also suggests that this may be explained by racial variation in cultural schemas. However, because our sample was limited to black middle-class, heterosexual couples with children, we were unable to make comparisons or generalizations to other groups. We recommend future research that draws comparisons across race, class, sexuality, gender, and/or family structure.Originality/value – This chapter introduces a new cultural schema, work–family integration; provides empirical research on an underexplored group, black middle-class families; and adds further nuance to cultural theories of work and family.
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Wendi L. Adair, Catherine H. Tinsley and Masako Taylor
We offer a conceptualization of third culture in intercultural interactions and describe its different forms as well as its antecedents and consequences. Third culture is a…
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We offer a conceptualization of third culture in intercultural interactions and describe its different forms as well as its antecedents and consequences. Third culture is a multicultural team's shared schema that contains not only team and task knowledge, but also a shared set of beliefs, values, and norms grounded in the national cultures of the team members. We develop a typology to distinguish third culture schema form on two dimensions: third culture strength and third culture content. We then propose both team process and team composition variables that influence the emergence of these different forms. Furthermore, we use social identity formation and sensemaking mechanisms to propose the effects of these third culture forms on team performance.
Paul J. Hanges, Peter W. Dorfman, Gary Shteynberg and Archie L. Bates
In this paper, we discuss a new information processing model of culture and leadership (Hanges, Lord, & Dickson, 2000). First, we review the older cognitive categorization…
Abstract
In this paper, we discuss a new information processing model of culture and leadership (Hanges, Lord, & Dickson, 2000). First, we review the older cognitive categorization approach that has been used to explain the relationships between culture, preferred leadership attributes and follower behavior. Then we present a new model based on the connectionist theory of information processing. This model focuses on the connections between concepts in a cognitive network, rather than discrete schemas. Finally, we use the new model to suggest strategies that managers might use to manage a diverse workforce.
Vern L. Glaser, Nathanael J. Fast, Derek J. Harmon and Sandy E. Green
Although scholars increasingly use institutional logics to explain macro-level phenomena, we still know little about the micro-level psychological mechanisms by which…
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Although scholars increasingly use institutional logics to explain macro-level phenomena, we still know little about the micro-level psychological mechanisms by which institutional logics shape individual action. In this paper, we propose that individuals internalize institutional logics as an associative network of schemas that shapes individual actions through a process we call institutional frame switching. Specifically, we conduct two novel experiments that demonstrate how one particularly important schema associated with institutional logics – the implicit theory – can drive individual action. This work further develops the psychological underpinnings of the institutional logics perspective by connecting macro-level cultural understandings with micro-level situational behavior.
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Robert P. Garrett and Tommie Welcher
In this chapter, the authors conceptualize corporate entrepreneurship as a mental model that allows firms to adapt to new competitive landscapes by facilitating the development of…
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In this chapter, the authors conceptualize corporate entrepreneurship as a mental model that allows firms to adapt to new competitive landscapes by facilitating the development of new cognitive scripts and schemas. The authors begin by explaining what it means for a firm to be competitively bewildered, or lost, in a rapidly changing competitive domain. The authors also describe five stages of being lost competitively. The authors then map the attributes of an entrepreneurial firm – adaptability, speed, flexibility, aggressiveness, and innovativeness – to stages of the bewilderment process wherein they may be most helpful to realign competitive realities and entrepreneurial scripts and schemas. The authors conclude by proposing contributions resulting from conceptualizing corporate entrepreneurship as a bewilderment schema and also explain how this represents a novel perspective.
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Siva Ganapathy Subramanian Manoharan, Rajalakshmi Subramaniam and Sanjay Mohapatra