Condicionamiento de las diferencias individuales en la justificación de la decisión colectiva: interpretaciones de la alta dirección basadas en sus representaciones cognitivas
DOI:
https://doi.org/10.5585/riae.v20i1.18832Palabras clave:
Cognición, Racionalización, Decisión, Mapa cognitivo, Gerencia senior.Resumen
Objetivo del estudio: Investigar las diferencias en las justificaciones ofrecidas por los miembros de la alta dirección para una decisión de diversificación tomada por ellos en conjunto.
Metodología / abordaje: La investigación se configura como un estudio inductivo a partir de un análisis en profundidad de las características de una unidad de observación, enfocado a la extracción y análisis de aspectos de los modelos mentales de los gerentes, insertados en la tradición del mapeo causal ideográfico. La principal técnica para la recolección de datos fue la realización de entrevistas semiestructuradas en profundidad.
Originalidad / Relevancia: Este trabajo muestra evidencias que complementan las presentadas tradicionalmente por las metodologías cuantitativas que prevalecen en el estudio de la cognición estratégica.
Principales Resultados: Los resultados destacan que el perfil profesional de cada directivo, especialmente en cuanto a su carrera, es particularmente relevante tanto en la interpretación de sus propias racionalizaciones como en la de los demás. Aclarando cómo las funciones que cada entrevistado ocupa en la empresa evidencian un intento por parte de cada gerente de justificar la diversificación desde el punto de vista de sus propias atribuciones, indicando que la racionalización individual ya está hecha en relación a los énfasis esperados en las racionalizaciones de los demás miembros de la organización. equipo.
Aportes teórico / metodológicos: Contribuyó a la comprensión de la racionalización de la toma de decisiones, al mostrar las percepciones de cada uno de los gerentes sobre los una decisión colectiva tomada en el pasadoy al brindar una interpretación de las posibles condiciones de las diferencias individuales observadas.
Descargas
Citas
Aguinis, H., & Solarino, A. M. (2019). Transparency and replicability in qualitative research: The case of interviews with elite informants. Strategic Management Journal, smj.3015. https://doi.org/10.1002/smj.3015
Amason, A. C. (1996). DISTINGUISHING THE EFFECTS OF FUNCTIONAL AND DYSFUNCTIONAL CONFLICT ON STRATEGIC DECISION MAKING: RESOLVING A PARADOX FOR TOP MANAGEMENT TEAMS. Academy of Management Journal, 39(1), 123–148. https://doi.org/10.2307/256633
Ashmos, D. P., Duchon, D., & McDaniel, R. R. (1998). Participation in Strategic Decision Making: The Role of Organizational Predisposition and Issue Interpretation. Decision Sciences, 29(1), 25–51. https://doi.org/10.1111/j.1540-5915.1998.tb01343.x
Bacharach, S., Bamberger, P., & Mundell, B. (1995). Strategic and tactical logics of decision justification: Power and decision criteria in organizations. Human Relations, 48, 467–488.
Bansal, P. (Tima), & Corley, K. (2012). Publishing in AMJ —Part 7: What’s Different about Qualitative Research? Academy of Management Journal, 55(3), 509–513. https://doi.org/10.5465/amj.2012.4003
Bansal, P. (Tima), Smith, W. K., & Vaara, E. (2018). New Ways of Seeing through Qualitative Research. Academy of Management Journal, 61(4), 1189–1195. https://doi.org/10.5465/amj.2018.4004
Bromiley, P., & Rau, D. (2016). Social, Behavioral, and Cognitive Influences on Upper Echelons During Strategy Process: A Literature Review. Journal of Management, 42(1), 174–202. https://doi.org/10.1177/0149206315617240
Brouthers, K., Andriessen, F., & Nicolaes, I. (1998). Leadership Driving blind: Strategic decision-making in small companies. Long Range Planning, 31, 130–138.
Buyl, T., Boone, C., & Matthyssens, P. (2011). Upper echelons research and managerial cognition. Strategic Organization, 9(3), 240–246. https://doi.org/10.1177/1476127011417345
Clarke, I., & Mackaness, W. (2001). Management ‘Intuition’: An Interpretative Account of Structure and Content of Decision Schemas Using Cognitive Maps. Journal of Management Studies, 38(2), 147–172. https://doi.org/10.1111/1467-6486.00232
Corner, P. D., Kinicki, A. J., & Keats, B. W. (1994). Integrating Organizational and Individual Information Processing Perspectives on Choice. Organization Science, 5(3), 294–308.
Csaszar, F. A. (2018). What Makes a Decision Strategic? Strategic Representations. Strategy Science, 3(4), 606–619. https://doi.org/10.1287/stsc.2018.0067
Csaszar, F. A., & Levinthal, D. A. (2016, October 1). Mental representation and the discovery of new strategies. Strategic Management Journal. https://doi.org/10.1002/smj.2440
Daniels, K., Johnson, G., & de Chernatony, L. (2002). Task and Institutional Influences on Managers’ Mental Models of Competition. 32.
Dieste, O., & Juristo, N. (2011). Systematic review and aggregation of empirical studies on elicitation techniques. IEEE Transactions on Software Engineering, 37(2), 283–304. https://doi.org/10.1109/TSE.2010.33
Eden, C. (1992). ON THE NATURE OF COGNITIVE MAPS. Journal of Management Studies, 29(3), 261–265. https://doi.org/10.1111/j.1467-6486.1992.tb00664.x
Eden, C. (2004). Analyzing cognitive maps to help structure issues or problems. European Journal of Operational Research, 159(3), 673–686. https://doi.org/10.1016/S0377-2217(03)00431-4
Eden, C., & Ackermann, F. (1998). Analysing and comparing idiographic causal maps. In C. Eden, & J.-C. Spender, Managerial and organizational cognition: Theory, methods and research. London: Sage Publications, 192–209.
Eden, C., Ackermann, F., & Cropper, S. (1992). THE ANALYSIS OF CAUSE MAPS. Journal of Management Studies, 29(3), 309–324. https://doi.org/10.1111/j.1467-6486.1992.tb00667.x
Eisenhardt, K. M., Graebner, M. E., & Sonenshein, S. (2016). Grand Challenges and Inductive Methods: Rigor without Rigor Mortis. Academy of Management Journal, 59(4), 1113–1123. https://doi.org/10.5465/amj.2016.4004
Felin, T., & Zenger, T. R. (2017). The Theory-Based View: Economic Actors as Theorists. Strategy Science, 2(4), 258–271. https://doi.org/10.1287/stsc.2017.0048
Gavetti, G. (2012). PERSPECTIVE—Toward a Behavioral Theory of Strategy. Organization Science, 23(1), 267–285. https://doi.org/10.1287/orsc.1110.0644
Gavetti, G., & Rivkin, J. W. (2007). On the origin of strategy: Action and cognition over time. Organization Science, 18(3), 420–439. https://doi.org/10.1287/orsc.1070.0282
Gavetti, Giovanni, & Porac, J. (2018). On the Origin of Great Strategies. Strategy Science, 3(1), 352–365. https://doi.org/10.1287/stsc.2018.0054
Gavetti, Giovanni, & Rivkin, J. W. (2005). How Strategists Really Think. Harvard Business Review, 13.
Gephart, R. P. (2004). Qualitative Research and the Academy of Management Journal. Academy of Management Journal, 47(4), 454–462. https://doi.org/10.5465/amj.2004.14438580
Golden, B. R., & Zajac, E. J. (2001). When will boards influence strategy? Inclination × power = strategic change: When Will Boards Influence Strategy? Strategic Management Journal, 22(12), 1087–1111. https://doi.org/10.1002/smj.202
Goodwin, V. L., & Ziegler, L. (1998). A test of relationships in a model of organizational cognitive complexity. 16.
Healey, M. P., & Hodgkinson, G. P. (2015). Psychological Foundations of Strategic Management. In C. L. Cooper (Ed.), Wiley Encyclopedia of Management (pp. 1–3). John Wiley & Sons, Ltd. https://doi.org/10.1002/9781118785317.weom120037
Hodgkinson, G. P., & Healey, M. P. (2008). Cognition in Organizations. Annual Review of Psychology, 59(1), 387–417. https://doi.org/10.1146/annurev.psych.59.103006.093612
Hodgkinson, G. P., Maule, A. J., & Bown, N. J. (2004). Causal Cognitive Mapping in the Organizational Strategy Field: A Comparison of Alternative Elicitation Procedures. Organizational Research Methods, 7(1), 3–26. https://doi.org/10.1177/1094428103259556
Hodgkinson, G. P., Sund, K. J., & Galavan, R. J. (2017). Chapter 1: Exploring Methods in Managerial and Organizational Cognition: Advances, Controversies, and Contributions. In R. J. Galavan, K. J. Sund, & G. P. Hodgkinson (Eds.), New Horizons in Managerial and Organizational Cognition (Vol. 2, pp. 1–22). Emerald Publishing Limited. https://doi.org/10.1108/S2397-52102017002
Hodgkinson, G., & Sparrow, P. (2002). The competent organization: A psychological analysis of the strategic management process. Open University Press.
Hutzschenreuter, T., & Kleindienst, I. (2006). Strategy-Process Research: What Have We Learned and What Is Still to Be Explored. Journal of Management, 32(5), 673–720. https://doi.org/10.1177/0149206306291485
Isabella, L. A. (1990). EVOLVING INTERPRETATIONS AS A CHANGE UNFOLDS: HOW MANAGERS CONSTRUE KEY ORGANIZATIONAL EVENTS. Academy of Management Journal, 33(1), 7–41. https://doi.org/10.2307/256350
Isabella, L. A., & Waddock, S. (1994). Top Management Team Certainty: Environmental Assessments, Teamwork, and Performance Implications. Journal of Management, 20(4), 835–858.
Itami, H., & Numagami, T. (1992). Dynamic interaction between strategy and technology. Strategic Management Journal, 13(S2), 119–135. https://doi.org/10.1002/smj.4250130909
Johnson, D. R., & Hoopes, D. G. (2003). Managerial cognition, sunk costs, and the evolution of industry structure. Strategic Management Journal, 24(10), 1057–1068. https://doi.org/10.1002/smj.320
Kaplan, S. (2011). Research in Cognition and Strategy: Reflections on Two Decades of Progress and a Look to the Future. Journal of Management Studies, 48(3), 665–695. https://doi.org/10.1111/j.1467-6486.2010.00983.x
Lant, T. K., Milliken, F. J., & Batra, B. (1992). The role of managerial learning and interpretation in strategic persistence and reorientation: An empirical exploration. Strategic Management Journal, 13(8), 585–608. https://doi.org/10.1002/smj.4250130803
Mintzberg, H. (1993). Structure in Fives: Designing Effective Organizations. In Strategic Management Journal (No. 6). PRENTICE-HALL.
Narayanan, V. K., Zane, L. J., & Kemmerer, B. (2011). The Cognitive Perspective in Strategy: An Integrative Review. Journal of Management, 37(1), 305–351. https://doi.org/10.1177/0149206310383986
Porac, J. F., & Thomas, H. (2002). Managing cognition and strategy: Issues, trends and future directions. Handbook of Strategy and Management, 165–181.
Powell, T. C., Lovallo, D., & Fox, C. R. (2011). Behavioral strategy. Strategic Management Journal, 32(13), 1369–1386. https://doi.org/10.1002/smj.968
Sarasvathy, S. D. (2001). Causation and Effectuation: Toward a Theoretical Shift from Economic Inevitability to Entrepreneurial Contingency. The Academy of Management Review, 26(2), 243. https://doi.org/10.2307/259121
Sutton, R. I., & Staw, B. M. (1995). What Theory is Not. Administrative Science Quarterly, 40(3), 371. https://doi.org/10.2307/2393788
Wrona, T., Ladwig, T., & Gunnesch, M. (2013). Socio-cognitive processes in strategy formation – A conceptual framework. European Management Journal, 31(6), 697–705. https://doi.org/10.1016/j.emj.2013.07.005
Descargas
Publicado
Cómo citar
Número
Sección
Licencia
Derechos de autor 2021 Iberoamerican Journal of Strategic Management (IJSM)
Esta obra está bajo una licencia internacional Creative Commons Atribución-NoComercial-CompartirIgual 4.0.