Cited by 774Innovation and Knowledge ManagementOrganizational Management and LeadershipManagement and Organizational Studies

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Cognition and Renewal: Comparing CEO and Organizational Effects on Incumbent Adaptation to Technical Change

Eggers, J. P., Kaplan, Sarah·2009·Organization Science

DOI 10.1287/orsc.1080.0401

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Abstract

We investigate the conditions under which managerial cognition affects the timing of incumbent entry into a radical new technological market. We address this question using a longitudinal study of communications technology firms entering the fiber-optics product market. Using a hazard rate model, we investigate the relevance of cognition based on the direction of CEO attention. We find that attention toward the emerging technology and the affected industry is associated with faster entry, and attention to existing technologies is associated with slower progress. Second, we assess the extent to which the effect of cognition is dependent upon the levels of relevant organizational factors and find that CEO attention to the emerging technology may amplify the effects of industry orientation. Managerial cognition is important in understanding organizational outcomes, and considering both the direction of cognition and its interaction with organizational factors provides a more nuanced view of entry behavior. These results contribute to the literatures on incumbent response to technical change and new product development by suggesting that context-specific managerial cognition has a separate and important influence on the degree and direction of strategic renewal. We argue that managerial cognition is therefore a dynamic managerial capability that can shape adaptation by established firms.

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Ghobadian, A., Han, T., Zhang, X., O’Regan, N., Troise, C., Bresciani, S., & Narayanan, V. K. (2021) · British Journal of Management · doi:10.1111/1467-8551.12556 · Cited by 51
“Taking their lead from the attention-based view, a large number of studies use attention as a measure of cognition (e.g. Eggers and Kaplan, 2009; Kaplan, Murray and Henderson, 2003; Li et al., 2013; McMullen, Shepherd and Patzelt, 2009; Thornton and Ocasio, 1999).”
Background
Dynamics of intervention adoption, implementation, and maintenance inside organizations: The case of an obesity prevention initiative
Jalali, M. S., Rahmandad, H., Bullock, S. L., Lee, S. H., Gittelsohn, J., & Ammerman, A. S. (2018) · Social Science & Medicine · doi:10.1016/j.socscimed.2018.12.021 · Cited by 55
“Getting to successful configurations of resources is a complex process fraught with many pitfalls, in which some organizations succeed while others fail (Dierickx and Cool, 1989; Eggers and Kaplan, 2009; Zollo and Winter 2002).”
How a Firm's Domestic Footprint and Domestic Environmental Uncertainties Jointly Shape Added Cultural Distances: The Roles of Resource Dependence and Headquarters Attention
Hendriks, G., Slangen, A., & Heugens, P. P. M. A. R. (2017) · Journal of Management Studies · doi:10.1111/joms.12314 · Cited by 47
“…business areas is particularly relevant at the corporate level, since the attentional focus of managers operating at that level will likely have implications for a firm’s strategic direction and, hence, its long-term performance (Ocasio, 1997; Joseph and Ocasio, 2012; Eggers and Kaplan, 2009).”
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Chatain, O., & Meyer-Doyle, P. (2017) · Strategic Management Journal · doi:10.1002/smj.2473 · Cited by 43
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Porac, J., Thomas, H., & Baden-Fuller, C. (2011) · Journal of Management Studies · doi:10.1111/j.1467-6486.2010.00988.x · Cited by 43
“Just as one very relevant example within the managerial cognition literature, Eggers and Kaplan (2009) assessed the response of communications infrastructure firms to emerging optical technologies and found that the speed of response to this technological discontinuity varied across firms according…”
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“…usage in CEOs’ letters to shareholders.8 Following previous work on the usage of shareholder letters to measure CEO personality attributes (e.g., Eggers and Kaplan 2009) and the deployment of textual analysis to measure self-construal (DeAndrea, Shaw, and Levine 2010), we measured the…”
Background
A managerial mental model to drive innovation in the context of digital transformation
de Paula, D. F. O., Marx, C., Wolf, E., Dremel, C., Cormican, K. T., & Uebernickel, F. (2022) · Industry and Innovation · doi:10.1080/13662716.2022.2072711 · Cited by 58
“Scholars have produced evidence demonstrating the impact of mental models on strategic decision-making (Eggers and Kaplan 2009) and firm performance (David, Stubbart, and Ramaprasad 2001).”
Background
Dynamic capabilities and organizational ambidexterity: New strategies from emerging market multinational enterprises in Nigeria
Ochie, C., Nyuur, R. B., Ludwig, G., & Cunningham, J. A. (2022) · Thunderbird International Business Review · doi:10.1002/tie.22266 · Cited by 42
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“Our study thus also advances managerial cognition research to highlight the essential role of top managers’ cognition in directing firm behavior (e.g., Eggers & Kaplan, 2009; Kaplan, 2008).”
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“…competitors stimulates the focal firm’s search and learning (Sharapov and Ross 2019, Greve and Taylor 2000) because firms focus search efforts and devise solutions based on where their attention resides (Katila and Chen 2008, Eggers and Kaplan 2009, Bingham and Davis 2012, Wilson and Joseph 2015).”
Background
It did not work? Unlearn and try again—Unlearning success and failure beliefs in changing environments
Martignoni, D., & Keil, T. (2020) · Strategic Management Journal · doi:10.1002/smj.3261 · Cited by 41
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“” Empirical research has shown that the attentional perspective can explain firms’ strategies and actions, such as the speed of response to changes in the industry (Nadkarni and Barr, 2008), the timing of entry into a new product market (Eggers and Kaplan, 2009), or the ability to detect weak signals leading to a cris…”
Background
Greater adaptivity or greater control? Adaptation of IOR portfolios in response to technological change
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“Because technological change is often ambiguous, the way a firm’s executives interpret it plays a considerable role in how that firm responds and thus affects future organizational adaptation (Eggers and Kaplan, 2009).”
BackgroundResult
How Important is Industry-Specific Managerial Experience for Innovative Firm Performance?
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“…and ownership structure (e.g. Baysinger et al., 1991, Czarnitzki & Kraft, 2009), recently the top-manager of a firm became another focus in research on innovative firm performance (e.g. Barker & Mueller, 2002, Bertrand & Schoar, 2003, Mackey, 2008, Eggers & Kaplan, 2009 or Galasso & Simcoe, 2011).”
Background
How myopic are managers? Development and validation of a multidimensional strategic myopia scale
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Technological regimes and the persistence of first-mover advantages
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AI adoption, ESG disclosure quality and sustainability committee heterogeneity: evidence from Chinese companies
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Does Brand Licensing Increase a Licensor's Shareholder Value?
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“Third, annual reports are available for multiple firms over several time periods (Eggers and Kaplan 2009).”
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How to Accelerate Learning: Entrepreneurial Ventures Participating in Accelerator Programs
Cohen, S. L., & Bingham, C. B. (2013) · Academy of Management Proceedings · doi:10.5465/ambpp.2013.14803abstract · Cited by 38
“60 However, most work on organizational cognition is set in existing organizations who are experiencing changes to their environments (e.g., Eggers & Kaplan, 2009; Kaplan & Tripsas, 2008; Tripsas & Gavetti, 2000).”
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Digital transformation in large established organisations: Four restructuring dilemmas based on dynamic capabilities
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Paradoxical transparency? Capital market responses to exploration and exploitation disclosure
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Beyond Bounded Rationality: CEO Reflective Capacity and Firm Sustainability Performance
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“Prior literature has provided some evidence that the CEO’s cognitive characteristics are reflected in their strategic decisions, such as strategic change (Cho & Hambrick, 2006), the speed of new market entry (Eggers & Kaplan, 2009) and acquisition decisions (Wally & Baum, 1994).”
Background
Top management team constellations and their implications for strategic decision making
Liu, F., Jarrett, M., & Maitlis, S. (2021) · The Leadership Quarterly · doi:10.1016/j.leaqua.2021.101510 · Cited by 51
Learning from Digital Failures? The Effectiveness of Firms’ Divestiture and Management Turnover Responses to Data Breaches
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“Thus, consistent with studies that have highlighted the link between the top management’s cognition and an entrepreneurial outlook (e.g., Eggers and Kaplan 2009, Salvato 2009, Tripsas 2009), the replacement of the CTO can set in motion a series of “unlearning processes” that could reduce the…”
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Pay for Talk: How the Use of Shareholder‐Value Language Affects CEO Compensation
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“For example, Eggers and Kaplan [52] indicated that CEOs who pay more attention to emerging technologies enter new markets more rapidly.”
Background
Standard vs. partnership-embedded licensing: Attention and the relationship between licensing and product innovations
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“…al., 2014; Hansen and Haas, 2001; Nonaka, 1994; Ocasio, 2011:1287), and “top-down attention” from top managers who influence R&D units’ activities and help sustain the innovation processes within the organization (Cyert and March, 1963; Eggers and Kaplan, 2009; Li et al., 2013; Ocasio, 2011:1287).”
Background
CEO research orientation, organizational context, and innovation in the pharmaceutical industry
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Reversing course: Competing technologies, mistakes, and renewal in flat panel displays: Competing Technologies and Renewal in Flat Panel Displays
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Self-citation
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Self-citation
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Prospective collaborative sensemaking for identifying the potential impact of emerging technologies
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“This can lead to an inability to recognize and respond to changes in the environment, making managers ‘unable or unwilling to consider the possibilities offered by a new technology that lies outside their specific area of expertise’ (Eggers & Kaplan, 2009, p. 474).”
Background
The Dynamics of Learning and Competition in Schumpeterian Environments
Giustiziero, G., Kaul, A., & Wu, B. (2019) · Organization science (Providence, R.I.) · doi:10.1287/orsc.2018.1264 · Cited by 32
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“Some studies have shown that top executives with R&D experience are more sensitive to potential opportunities when faced with resource shortage and fierce competition [32].”
Background

Authors: Eggers, J. P., & Kaplan, S.
Affiliations: New York University (US)
University of Pennsylvania (US)
ORCID: Eggers, J. P.
Kaplan, Sarah
Venue: Organization Science
Publisher: Institute for Operations Research and the Management Sciences (INFORMS)
Published: 2009-04
Volume: 20
Issue: 2
Pages: 461-477
ISSN: 1047-7039 (ISSN-L)
1526-5455
DOI: 10.1287/orsc.1080.0401
OpenAlex: W2141155750
Cited by: 774
References: 0
Citations by year: 2026: 78 · 2025: 86 · 2024: 62 · 2023: 55 · 2022: 68 · 2021: 63 · 2020: 60 · 2019: 46 · 2018: 30 · 2017: 36 · 2016: 34 · 2015: 45 · 2014: 35 · 2013: 22 · 2012: 23
FWCI: 30.46
Type: journal article
Language: en
Open access: closed
Locations: Organization Science (publishedVersion)
Topics: Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Organizational Management and Leadership
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
Keywords: managerial cognition, incumbent firms, technological change, market entry timing, industry orientation, strategic renewal, new product development, management skills

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Cognition and Renewal: Comparing CEO and Organizational Effects on Incumbent Adaptation to Technical Change

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