About
43
Publications
15,784
Reads
How we measure 'reads'
A 'read' is counted each time someone views a publication summary (such as the title, abstract, and list of authors), clicks on a figure, or views or downloads the full-text. Learn more
2,490
Citations
Introduction
I'm currently writing about strategic cognition, team cognition and organizational neuroscience.
Additional affiliations
August 2011 - August 2014
Publications
Publications (43)
Drawing on dual-systems theory, we propose a new typology for analyzing shared cognition in work groups and teams that differentiates reflective (i.e. C-system) mental models formed through reasoning and deliberation from reflexive (i.e. X-system) representations that are more automatic, intuitive, and affective in nature. Our analysis demonstrates...
Radical innovation poses a series of well-documented adaptive behavioral challenges for individuals, organizations and organizational collectives. Drawing on the insights of recent advances in the social neurosciences, the authors demonstrate how theory and research rooted in the cold cognition era of human psychology has laid microfoundations for...
Stimulated by the growing use of brain imaging and related neurophysiological techniques in psychology and economics, scholars have begun to debate the implications of neuroscience for management and organization studies (MOS). Currently, this debate is polarizing scholarly opinion. At one extreme, advocates are calling for a new neuroscience of or...
Strategy workshops, also known as away days, strategy retreats and strategic ‘off-sites’, have become widespread in organizations. However, there is a shortage of theory and evidence concerning the outcomes of these events and the factors that contribute to their effectiveness. Adopting a design science approach, in this paper we propose and test a...
In recent years, there has been a move to identify the behavioral foundations underpinning the evolutionary and economic fitness of the enterprise. Indeed, the dynamic capabilities project now occupies center stage in the field of strategic management. Yet the accounts developed thus far—like much of the field's theory and research more generally—a...
This supplementary document contains Supporting Information for ‘Overcoming Strategic Persistence: Effects of Multiple Scenario Analysis on Strategic Reorientation’, Strategic Management Journal (23 pp.) [https://doi.org/10.1002/smj.3589]
Research Summary
To thrive in an unpredictable world, managers must adapt their decision‐making to changing events. However, a major impediment to adaptation is strategic persistence, that is, the tendency to stick with previously successful strategies. We examined whether multiple scenario analysis can help to overcome the dysfunctional effects of...
Why is that presentations on “neuro-entrepreneurship” are so well-attended (and seemingly applauded) yet little traction has really occurred? Meanwhile, why it was that in entrepreneurship we hear a regular drumbeat calling for nurturing the entrepreneurial mindset yet we see little progress in rigorously defining that. Nor do we see much progress...
Research on opportunity evaluation is flourishing but we know little about how teams evaluate opportunities rather than individuals. Conceptualizing opportunity evaluation as a collective process, we develop an agent-based model to investigate how the social cognitive mechanisms of team formation affect the ability of entrepreneurial teams to choos...
Includes Robustness analysis, Model extensions, and Netlogo code
Behavioral theories of organizational decision making highlight the importance of decision rules for information aggregation, which are used to combine individuals’ evaluations of alternatives into collective choice. We examine how resource constraints affect the ability to make effective decisions with aggregation rules, including majority voting,...
Ongoing product design has been defined as a complex problem solving task that is central for the development of new products. Despite its importance, existing work has mostly focused on studying how designers' creativity at the initial stages of design influences the development of radical innovations. However, the role of non-creativity related m...
Research shows that emotions influence design creativity at the initial stages of the new product development process. However, little is known about how emotions influence ongoing design changes, i.e. incremental design refinements at later stages after the initial commercialisation of a product. In this work we investigate this overlooked issue a...
The ability to evaluate opportunities accurately is critical to an organization’s competitive advantage. Research shows that this ability depends on how organizations harness the knowledge of their members but the behavioral mechanisms of this process are not well understood. We develop a model of social cognitive influences on opportunity evaluati...
In response to recent calls to better understand the brain’s role in organizational behavior, we propose a series of theoretical tests to examine the question “can brains manage?” Our tests ask whether brains can manage without bodies and without extracranial resources, whether they can manage in social isolation, and whether brains are the ultimat...
The neuroscientific revolution in psychology and economics is reformulating long-held views of cognition and emotion and their effects on behaviour. In so doing, it is causing strategic management researchers to rethink a number of the core assumptions underpinning the behavioural microfoundations of the entire field.
In this chapter we examine some possibilities of using computer simulation methods to model the interaction of affect and cognition in organizations, with a particular focus on agent-based modeling (ABM) techniques. Our chapter has two main aims. First, we take stock of methodological progress in this area, highlighting important developments in th...
It is often said that being a good strategist requires keeping a cool head. However, eradicating emotional influences from the strategy process is not only infeasible, it is also undesirable. Drawing on the latest advances in the science of emotion, this article explains how emotion regulation is an essential skill that executives must cultivate to...
It may be true that “groups need selves,” as Baumeister et al. contend. However, certain types of selfhood and too much selfhood can both be detrimental to group functioning. I draw on theory and research on dual selves in work groups and teams to outline boundary conditions to the hypothesis that emphasizing individual selves yields positive effec...
The neuroscientific revolution in psychology and economics is reformulating long-held views of cognition and emotion and their effects on behaviour. In so doing, it is causing strategic management researchers to rethink a number of the core assumptions underpinning the behavioural microfoundations of the entire field.
For organizational neuroscience to progress, it requires an overarching theoretical framework that locates neural processes appropriately within the wider context of organizational cognitive activities. In this chapter, we argue the case for building such a framework on two foundations: (1) critical realism, and (2) socially situated cognition. Cri...
The psychology of strategic management draws inspiration from the behavioural sciences to understand why firms act in particular ways. This approach draws attention to how managers' mental processes influence strategic action. Rather than assuming that strategizing is objectively or even intendedly rational, a psychological approach holds that stra...
Purpose
– The purpose of this paper is to explore relationships between leader personality traits (neuroticism and conscientiousness) and four specific workplace stressors (control; work overload; work-life balance and managerial relationships) experienced by work group members.
Design/methodology/approach
– The authors accessed personality data f...
The Editors of JMS invited four leading scholars in research on management and organizations to have an open discussion on the current state and future prospects of management research. Our four contributors discuss, among other things, the growing influence of economics, psychology, and sociology on current management research, and the danger of a...
Interorganizational macrocultures: A multilevel critique Management theorists generally define organizational culture as relatively idiosyncratic, organization-related beliefs that are shared among individuals within an organization or part of an organization …We describe this as the prevailing focus the field places on organizational microcultures...
Cognitive diversity and the related notion of shared cognition are two of the most influential concepts in research on group processes and performance. In this article, we develop a more nuanced view of cognitive diversity/sharedness that distinguishes between cognitions held at implicit and explicit levels. The central argument is that because ind...
We revisit the psychological underpinnings of Teece's (2007) framework of dynamic capabilities development in the light of advances in social cognitive neuroscience and neuroeconomics. We argue that dynamic capabilities are based on a blend of effortful forms of analysis and the skilled utilization of less deliberative, intuitive processes, which e...
Motivation Many of today's most significant organizational challenges require the effective collaboration of collectives of various teams. Nowhere is the performance of such multiteam systems more important than in responding to civil emergencies. Research approach This field study analyses the determinants of performance among multiteam systems re...
An enduring problem confronting design science is the question of how to distil design principles and propositions in contexts where only limited evidence has accrued directly in connection with the design problem at hand. This article illustrates how researchers can address this challenge by recourse to well-established bodies of basic theory and...
This article reviews major developments from 2000 to early 2007 in the psychological analysis of cognition in organizations. Our review, the first in this series to survey cognitive theory and research spanning the entire field of industrial and organizational psychology, considers theoretical, empirical, and methodological advances across 10 subst...
Drawing on research in the psychological sciences that has largely been overlooked in the scenario planning literature, this article argues that when used unskillfully scenarios can anchor and confine, rather than stretch and expand, strategic thinking and that constructing scenarios can itself be a biased activity, one that can induce new and ampl...
Researchers in the field of managerial cognition are concerned with the way organizational decision makers mentally represent strategic issues and problems, and with how this influences their handling of strategic activities. It is often posited that changing actors' mental representations can enhance strategic adaptation and responsiveness. Howeve...