Minding the Competition: From Mapping to Mastery

Minding the Competition: From Mapping to Mastery Cognitive approaches to strategy have examined the subjective nature of business environments and competitive situations, but have failed to show how managerial mental models lead to superior economic performance. In contrast, resource‐based views of strategy acknowledge the importance of managerial skills in creating economic rents, but have not examined the processes through which managerial cognitions lead to sustained competitive advantage. To address this deficit, this article develops a sociocognitive capability approach that integrates cognitive and economic theories. This approach: (1) identifies sociocognitive foundations of differentiation and cost; (2) examines how these foundations emerge from the process of strategy development; (3) explains how group capabilities influence this process; and (4) shows how human and organizational resources give rise to group capabilities. The article concludes by discussing implications and directions for future research. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Minding the Competition: From Mapping to Mastery

Strategic Management Journal, Volume 15 (S1) – Dec 1, 1994

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Publisher
Wiley
Copyright
Copyright © 1994 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/smj.4250150911
Publisher site
See Article on Publisher Site

Abstract

Cognitive approaches to strategy have examined the subjective nature of business environments and competitive situations, but have failed to show how managerial mental models lead to superior economic performance. In contrast, resource‐based views of strategy acknowledge the importance of managerial skills in creating economic rents, but have not examined the processes through which managerial cognitions lead to sustained competitive advantage. To address this deficit, this article develops a sociocognitive capability approach that integrates cognitive and economic theories. This approach: (1) identifies sociocognitive foundations of differentiation and cost; (2) examines how these foundations emerge from the process of strategy development; (3) explains how group capabilities influence this process; and (4) shows how human and organizational resources give rise to group capabilities. The article concludes by discussing implications and directions for future research.

Journal

Strategic Management JournalWiley

Published: Dec 1, 1994

References

  • Strategic assets and organizational rent
    Amit, Amit; Schoemaker, Schoemaker
  • On the nature of cognitive maps
    Eden, Eden
  • Strategy development as a social process
    Eden, Eden
  • Maps for managers: Where are we? Where do we go from here?
    Fiol, Fiol; Huff, Huff
  • Shifting gears: Enabling change in corporate aggressiveness
    Fombrun, Fombrun; Ginsberg, Ginsberg
  • Construing the business portfolio: A cognitive model of diversification
    Ginsberg, Ginsberg
  • Exploring strategy perceptions in changing environments
    Grø‐nhaug, Grø‐nhaug; Falkenberg, Falkenberg
  • The strategic analysis of intangible resources
    Hall, Hall
  • How strategy‐making processes can make a difference
    Hart, Hart; Banbury, Banbury
  • Exploring the mental models of competitive strategists: The case for a processual approach
    Hodgkinson, Hodgkinson; Johnson, Johnson
  • The cornerstones of competitive advantage: A resource‐based view
    Peteraf, Peteraf
  • Organizational alignment as competitive advantage
    Powell, Powell
  • Strategic planning as competitive advantage
    Powell, Powell
  • Strategic groups: A cognitive perspective
    Reger, Reger; Huff, Huff
  • Cognitive simplification processes in strategic decision‐making
    Schwenk, Schwenk
  • Using rewards in implementing strategy
    Stonich, Stonich
  • Institutional theories of organization
    Zucker, Zucker

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