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The Cognitive Perspective in Strategy: An Integrative Review
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The Cognitive Perspective in Strategy: An Integrative Review

V.K Narayanan, Lee J Zane and Benedict Kemmerer
Journal of Management, v 37(1), pp 305-351
Jan 2011
url
https://doi.org/10.1177/0149206310383986View
Published, Version of Record (VoR)Maybe Open Access (Publisher Bronze) Open

Abstract

sensemaking and sensegiving scanning and strategic decision making and issue selling organizational identity strategic cognition strategy frames organizational routines
This article integrates the literature on strategic cognition (SC) within a framework that links the antecedents, structure, and process of SC with outcomes. Reviewing the literature from 1993 (two years prior to Walsh’s review of managerial and organizational cognition) until 2007, this article identifies three elements of SC structure (organizational identity, strategy frames, and organizational routines) and four SC processes (strategy formulation, strategy implementation, strategic change, and organizational learning). The literature portrays strategy formulation as a complex activity consisting of scanning, sensemaking, and decision making. Strategy implementation is composed of sensegiving, sensemaking, and issue selling. This review identifies five streams of empirical research with three well-developed themes (the antecedents and outcomes of strategy frames, determinants and consequences of strategy formulation, and cognitive construction of competitive/industry dynamics) and two emerging themes (the determinants and consequences of strategy implementation and the antecedents and outcomes of organizational identity). This review identifies several opportunities to extend the literature and outlines key methodological implications. Finally, the review addresses the need to build linkages to the ongoing theoretical conversations within strategic management literature.

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Web of Science research areas
Business
Management
Psychology, Applied
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