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Chapter 8 synthesizes the research findings from the processes of sensory cognition into the design and configuration of the learning environment. The focus of cognition changes perspective and focus from the attributes of an external stimulus to the internal processes of integration with prior learning and internalization into a new cognition of the individual, which is labeled as the individual's learning ecology. These processes provide a plausible model for the design of the learning environment dimension, which internalizes the learning into transformational and ultimately lifelong learning. The processes of sensory cognition provide a viable and practical model to engineer learning cognition in the same way the brain does with sensory cognition. Like sensory cognition, learning cognition is the result of the structure of the learning environment.

Based on the theory of bounded rationality, the purpose of this paper is to explore the role played by top managerial management cognition in firms' efforts to obtain and maintain competitive advantage in a dynamic environment.

A research framework of the relations between environment changes, management cognition, strategic actions, organizational capability evolution and organizational performance is built. Data are collected through interviews, internal documents, and external documents and consequently a qualitative database is built to construct a causal map between environment, cognition, strategic actions, and organizational capability. Then by applying this causal map, a case study analysis of Vanward Group is carried out to explore its management cognition, strategic actions, and organizational capability in a dynamic environment.

The research propositions were tested and confirmed that top managerial management cognition is of bounded rationality and in dynamic environment it exerts direct and critical effect on their firms' strategic actions and organizational capability. Further discussion is extended to the roles played by institutional factors in organizational strategic decision process and the roles of top management in organizational dynamic capability.

The generalizability of this paper's conclusions to other firms is to be tested by large sample quantitative research.

The research confirms the bounded rationality perspective in strategic management, and explores in depth the formation, evolution, and functions of top management cognition in a dynamic environment. It also emphasizes the non‐economic factors related to the continuous acquisition and maintenance of competitive advantages in a dynamic environment.

The paper releases the economic assumptions underlying industrial structure theory and resource‐based views by emphasizing the effect of top management cognition on organizational strategic actions and organizational capabilities. It further enriches the institution‐based view by illustrating how institutional environment affects top management cognition and consequently affects the changes in organizational strategic actions and organizational capability. Thus, the institutional context for organizational strategic decision making is emphasized. The paper contributes to research in dynamic capability by emphasizing top management roles in developing dynamic capability.

The purpose of this paper is to examine the gender differences in entrepreneurship driven by configurations of institutional environment and entrepreneurial cognition, and provide theoretical guidance and practical reference for promoting female and male entrepreneurship.

Based on a configuration perspective, six antecedents of institutional environment and entrepreneurial cognition are integrated to explore multiple concurrent factors and causally complex relationships affecting female and male entrepreneurship.

This study indicates that the configurations of institutional environment and entrepreneurial cognition can achieve high female and male entrepreneurship. There are similarities and differences between female and male entrepreneurship from a configuration perspective. Perceived opportunity plays an important role in entrepreneurship for both women and men, and the absence of fear of failure is also important for male entrepreneurship. There is a complementary effect among entrepreneurial cognitions in the absence of institutional environment. In the configurations of institutional environment and entrepreneurial cognition, female entrepreneurship benefits more from informal institutions, whereas regulative and cognitive institutions play a greater role in male entrepreneurship.

Policymakers and individuals should take a holistic and complex view of the impact of institutional environment and entrepreneurial cognition, and differentiated measures should be taken for female and male entrepreneurship.

This research responds to the call for multilevel transnational entrepreneurship research, enriches research on institutional environment and entrepreneurial cognition, deepens the application of fuzzy-set qualitative comparative analysis to the field of entrepreneurship and strengthens the understanding of the similarities, differences and complexities of female and male entrepreneurship.

There is a research gap in strategic management regarding the complement from managerial cognition literature to the behavioral theory of firm, as well as linkage between cognitive structure and cognitive process of strategy formulation in the field of managerial cognition, which also calls for further exploration. The purpose of this paper is to construct a model from an integrated view for explaining the process of cognitive reconstruction under incremental changes.

Qualitative research is conducted in the form of 17 semi-structured interviews in four hidden champions operating in China. Based on the model generated from the literature review, this paper adopts the abductive logic for data analysis.

This paper draws the following conclusions. The cognitive structure is shaped by the changing environment and the performance feedback, the variance in structural attributes will affect whether the changing environment destructs the effectiveness of original cognitive structure or not, the centrality of cognitive structure will promote the efficiency of tried-and-true organizational adaptations to incremental changes, and cognitive structure reconstruction is the result of the recursive process of trial-and-error learning.

This paper proposes the model explaining the interaction mechanisms between cognitive structure and strategy formulation process. It also presents the iterative sense-making process for reconstructing cognitive structure in strategy formulation. Both of them extend the understanding on managerial cognition in organizational adaptations to incremental environmental changes.

Microfoundations have become an effective approach for capability scholars to explore the heterogeneity of organizational results. Since the early pioneering work of scholars such as Felin and Foss, the microfoundations of strategic organization had not been extensively studied until 2010. The theoretical and empirical literature associated with the microfoundations of dynamic capabilities has developed rapidly. However, the diversity and fragmentation of micro-elements lead to a lack of a relatively consistent understanding of microfoundations, the study purpose is to aggregate the associated scattered terminology into a cohesive discussion.

A systematic literature review was conducted on research papers published between 2000 and 2022 using a hybrid methodology that included bibliometric and content analysis.

The authors suggest that this line of research can be divided into three stages. The study further develop a framework delineating the main components and mechanism involved in the microfoundations of dynamic capabilities, which in turn help us distill research gaps and opportunities for future work.

The authors construct a framework that can serve as a coherent research platform for further knowledge development. In the framework, the authors highlight that the research of group constructs, culture and leadership, data-driven topics are valuable for our understanding of the microfoundations of dynamics capabilities.

Students with emotional and behavioral disorders (EBD) who display aggression necessitate effective interventions for reducing highly disruptive behavior, while keeping learning environments safe and secure for all students and staff. In this chapter, we describe the merits of cognitive-behavioral interventions (CBIs) in school settings to reduce student aggression and other destructive and maladaptive behavior and to promote student success and lifelong learning. To that end, we first explore three theoretical frameworks for aggression: the general aggression model, social learning theory, and social information processing, each of which examines the role of environment, cognition, and behavior as foundational to the occurrence of aggression. Synthesizing these theories assists in the development and implementation of CBIs in classroom settings. We then describe the CBI approach to teaching students cognitive and behavioral strategies to reduce problematic behaviors and increase the use of more pro-social alternatives, and ultimately generalize learned skills to a variety of social situations. A brief history of CBIs is explored, followed by a discussion of several meta-analyses establishing CBI's effectiveness in decreasing aggression across a variety of venues and populations. We then focus on social problem solving as an example of a cognitive-behavioral approach and describe the Tools for Getting Along curriculum as an example of a school-based CBI. At the end of the chapter, we explain some limitations of CBIs in schools and delineate future research needs.

The heart of the CERTT Laboratory, shown in Fig. 1, is a flexible Synthetic Task Environment (STE) that is designed to study many different synthetic tasks for teams working in complex environments. STEs provide an ideal environment for the study of team cognition in complex settings by providing a middle-ground between the highly artificial tasks commonly found in laboratories and the often uncontrollable conditions found in the field or high fidelity simulations.

The purpose of this paper is to provide theoretical insights into an imminent problem of knowledge management. Through the reflection on the impact of subjectivity in knowledge production, the object‐subject divide is to be analyzed.

The starting point is that knowledge management is far from being management of objective truth. The paper shows how the transformation of information and signals into knowledge is affected by mind sets and how these mind sets may differ according to individual and cultural parameters. This means that any kind of diversity finds its expression in cognitive diversity and finally also in knowledge diversity. This paper is based on a review of the literature in the field of behavioral economics and where it overlaps with economics and psychology.

The probability of misunderstanding increases the overlap of individual mindsets. Even if there are sophisticated technologies which support the management of knowledge, the knowledge product by itself can neither be managed nor effectively be controlled.

The theoretical discussion gives room for empirical testing, i.e. in experiments.

The value of knowledge management depends on the accuracy of data gathering, but the probability of misunderstanding increases the overlap of individual mindsets.

The paper looks critically at a management tool that tries to manage the most important resource in the company and which is too often considered as a merely technological challenge.

The purpose of this paper is to investigate the effects of the environment of a virtual community (users’ interactions inside and outside of a community which are defined as the fundamental and supplemental interaction (FI and SI), respectively) on its users’ knowledge sharing (KS) and the underlying cognitive mechanism.

A survey was conducted among the users who had experience of participating in a domain knowledge specific online community. A total of 479 valid observations were collected. Structural equation modeling was used to test the research model and hypotheses.

The empirical results show that the fundamental interaction (FI) not only directly affects users’ knowledge acquisition (KA) and contribution, but also indirectly affects users’ KA and contribution partially through the users’ self-efficacy and outcome expectation. While the supplemental interaction (SI) negatively affects users’ KA, it positively affects the users’ knowledge contribution and this effect is also partially mediated by the users’ self-efficacy and outcome expectation. The mediators of self-efficacy and outcome expectation play distinct role on users’ KA and contribution in virtual communities (VCs).

This research conceptualizes the users’ interaction inside and outside of a particular virtual community as FI and SI, respectively, and reveals the mechanism how they affect users’ KA and contribution. The results shed light on the literature of KS in VCs and extend social cognitive theory's application into a complex environment with blended interactions in a virtual world. The research also provides insights for virtual community designers, administrators and users.

The purpose of this paper is to interpret organizational change from a co-evolutionary perspective. It examines the co-evolution between institutional environments and organizational change with the mediating role of uncertainty as perceived by managers.

The author employed an inductive case study to explore how institutional environments interact with organizational change in a novel context: a Chinese state-owned enterprise.

The author developed a co-evolutionary model of organizational change that emphasizes the interaction between institutional-level factors and organizational-level change as bridged by top management perceptions of uncertainty. The model also illustrates the dynamics of organizational uncertainty and its effects on organizational change.

The study implies that uncertainty may not be an inevitable negative influence on organizational development, and tell managers how to manages the dynamics of uncertainty through two principles.

This study contributes to the organizational change literature by interpreting organizational change as the results of interaction between multi-level factors from institutional, organizational, and team levels. The author also expand the understanding of uncertainty from a dynamic perspective.