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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“…path dependence, and “ institutional imperatives ” to change organizational trajectories (Chatterjee & Hambrick, 2007: 376; DiMaggio & Powell, 1983; Eggers & Kaplan, 2009; Hannan & Freeman, 1977; Helfat & Martin, 2014), and CEO hubris has generally been found to be pervasive in explaining ﬁ rm…”
BackgroundInfluential
SME participation in research grant consortia—the emergence of coordinated attention in collaborative innovation
Grimpe, C., Sofka, W., & Distel, A. P. (2021) · Small Business Economics · doi:10.1007/s11187-021-00582-6 · Cited by 25
Foresight, cognition, and long‐term performance: Insights from the automotive industry and opportunities for future research
Vecchiato, R., Favato, G., Maddaloni, F., & Hang, D. (2020) · Futures & Foresight Science · doi:10.1002/ffo2.25 · Cited by 20
“” Empirical work has demonstrated 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) and the ability to detect weak signals leading to a c…”
Background
Dynamic attention-based view of corporate headquarters in MNCs
Laamanen, T. (2019) · Journal of Organization Design · doi:10.1186/s41469-019-0056-7 · Cited by 20
Sales Force Downsizing and Firm-Idiosyncratic Risk: The Contingent Role of Investors' Screening and Firm's Signaling Processes
Panagopoulos, N., Mullins, R., & Avramidis, P. (2018) · Journal of Marketing · doi:10.1509/jm.16.0501 · Cited by 20
The disease of indifference: How relational systems provide the attentional infrastructure for organizational resilience
Bartel, C. A., & Rockmann, K. W. (2023) · Strategic Organization · doi:10.1177/14761270231183441 · Cited by 26
“Attention signals a willingness to prioritize concerns and pursue courses of action, providing organization members with critical guideposts for their decisions and conduct (Eggers and Kaplan, 2009; Ocasio, 1997).”
Background
Waking up to digital innovation: how organisational secrecy hampers top management focus on strategic renewal
Schildt, H., Lahdenranta, K., Demir, R., & Turunen, T. (2023) · The Innovation · doi:10.1080/14479338.2022.2162530 · Cited by 19
“Top managers are likely to shift their strategic focus when they acknowledge disruptive new technologies (Kaplan, 2008) or their potential implications for the affected industry (Eggers & Kaplan, 2009).”
Why and when do paradoxical management capabilities matter to paradoxical pressure? An empirical investigation of the role of coopetition
Xue, J., Liu, J., Geng, Z., Yuan, H., & Chao, L. (2022) · Technovation · doi:10.1016/j.technovation.2022.102682 · Cited by 21
Corporate Hierarchy and Organizational Learning: Member Turnover, Code Change, and Innovation in the Multiunit Firm
Joseph, J., Rhee, L., & Wilson, A. J. (2022) · Organization Science · doi:10.1287/orsc.2022.1618 · Cited by 23
Executive cognitive ability and business model innovation in start-ups: The role of entrepreneurial bricolage and environmental dynamism
Hou, D., Xiong, A., & Lin, C. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.978543 · Cited by 19
Middle Managers’ Cognitive Styles, Capacity for Change, and Organizational Performance
Sukoco, B. M., Adna, B. E., Musthofa, Z., Nasution, R. A., & Ratmawati, D. (2022) · SAGE Open · doi:10.1177/21582440221081132 · Cited by 19
“However, the study of the cognitive influence on OCC remains limited (Eggers & Kaplan, 2009) despite recent studies being conducted on the affective side by Huy and Zott (2018) and Netz et al. (2019).”
Background
How firms accumulate knowledge to innovate – an empirical study of Vietnamese firms
Nguyen, D. Q. (2021) · Management Decision · doi:10.1108/md-11-2020-1546 · Cited by 19
In retrospect: The influence of chief executive officers’ historical relative pay on overconfidence
Zyung, J., & Shi, W. (2021) · Strategic Organization · doi:10.1177/14761270211004891 · Cited by 19
“…adopted this method to capture managers’ psychological attributes, such as entrepreneurial orientation (Cho and Hambrick, 2006), attention (Eggers and Kaplan, 2009), commitment to status quo (McClelland et al., 2010), temporal focus (Nadkarni and Chen, 2014), and regulatory focus…”
Method
Quality mental model convergence and business performance
Rust, R., Moorman, C., & van Beuningen, J. (2016) · International Journal of Research in Marketing · doi:10.1016/j.ijresmar.2015.07.005 · Cited by 19
“Literature shows that these belief systems appear to both lead and lag various things such as strategy, dependi where the firm is in the change process (Eggers & Kaplan, 2009; Houston et al., 2001; Lam et al., 2010).”
Background
Attentional Control: Institutions, Management, Organizations, and Algorithms
Ocasio, W. C. (2024) · Journal of Management Inquiry · doi:10.1177/10564926241278520 · Cited by 26
“For example, Eggers and Kaplan (2009) show how CEO attention in ﬂ uences the degree and direction to adaptation to technological opportunities and threats.”
Taking Charge as a Contextual Cue: How New CEO Regulatory Focus Influences Strategic Change
Andrus, J., Scoresby, R. B., Lee, J., Rainville, A., Smith, R. M., & Syed, I. (2023) · Journal of Management · doi:10.1177/01492063231206110 · Cited by 18
“Eggers and Kaplan (2009: 468) highlighted the “ dramatic impact on the style, length, and content of letters ” associated with changes in CEO, suggesting that this letter does indeed provide insights into CEO regulatory focus.”
Social media usage and entrepreneurial investment: An information-based view
Chen, J.-W., & Liu, L.-L. (2023) · Journal of business research · doi:10.1016/j.jbusres.2022.113423 · Cited by 18
Too much of a good thing? An assessment of the effects of competitive and cooperative action repertoires on firm performance
Turner, K. D., Harris, M., Crook, T. R., & Ranft, A. L. (2021) · Management Decision · doi:10.1108/md-03-2020-0244 · Cited by 23
Strategic renewal in times of environmental scarcity
Humaidan, S. A., & Sabatier, V. (2017) · Journal of Organizational Change Management · doi:10.1108/jocm-09-2015-0161 · Cited by 22
The evolution of dominant logic: 40 years of strategic framing in the Finnish Broadcasting Company
Maijanen, P. (2015) · Journal of Media Business Studies · doi:10.1080/16522354.2015.1069482 · Cited by 15
“…importance for the whole organisation’s ability to renew itself and to sustain its competitiveness (e.g. Gioia & Chittipeddi, 1991; Tripsas & Gavetti, 2000; Kaplan, Murray, & Henderson, 2003; Eggers & Kaplan, 2009; Laamanen & Wallin, 2009; Marcel, Barr, & Duhaime, 2011; see review of Kaplan, 2011).”
BackgroundInfluential
Reversing course: Competing technologies, mistakes, and renewal in flat panel displaysPreprint
Eggers, J. (2015) · SSRN Electronic Journal · doi:10.2139/ssrn.1628239 · Cited by 18
Self-citation
Truce Breaking and Remaking: The CEO’s Role in Changing Organizational Routines
Kaplan, S. (2015) · Emerald Group Publishing Limited eBooks · doi:10.1108/s0742-332220150000032001 · Cited by 18
Self-citation
Centripetal and Centrifugal Forces of Strategic Renewal: The Case of the Finnish Broadcasting Company
Maijanen, P., & Jantunen, A. (2014) · The International Journal on Media Management · doi:10.1080/14241277.2014.982752 · Cited by 18
“…studies that shed light on how, for example, managerial (and organizational) cognition directs capability development (and vice versa; e.g., Agarwal & Helfat, 2009; Barr, Stimpert, & Huff, 1992; Eggers & Kaplan, 2009; Kaplan, 2008; Laamanen & Wallin, 2009; Tripsas, 2009; Tripsas & Gavetti, 2000).”
Explaining the Unintended Consequences of Management Control Systems: Managerial Cognitions and Inertia in the Case of Nokia Mobile Phones*
Malmi, T., Kolehmainen, K., & Granlund, M. (2022) · Contemporary Accounting Research · doi:10.1111/1911-3846.12849 · Cited by 19
“By now, empirical research has presented compelling evidence that managerial cognitions can signi ﬁ cantly constrain the organizational capability to react to environmental change (Barr et al. 1992; Tripsas and Gavetti 2000; Gilbert 2005; Kaplan 2008; Eggers and Kaplan 2009; 4.”
Background
Uncertainty, entrepreneurial orientation, and the pursuit of M&A: Managing the unpredictable
Simpson, J. J., & Sariol, M. (2022) · Journal of business research · doi:10.1016/j.jbusres.2022.01.006 · Cited by 17
Expansive or focused attention? An exploration–exploitation perspective on e‐Business systems and firm performance
Krishnakumar, S., Kishore, R., & Suresh, N. (2022) · Production and operations management · doi:10.1111/poms.13664 · Cited by 17
“…to the former using prior knowledge and routines but also to the latter by enhancing such prior knowledge through searching for new information and understanding data patterns of unfolding events and customer trends (Eggers & Kaplan, 2009; Li et al., 2013; Ocasio, 2011; Shepherd et al., 2017).”
BackgroundInfluential
Resource Reconfiguration During Technological Change
Chaturvedi, T., & Prescott, J. (2021) · Strategy Science · doi:10.1287/stsc.2021.0151 · Cited by 17
Studying the Incubation of a New Product Market Through Realized and Alternative Histories
Engler, D., Cattani, G., & Porac, J. (2020) · Strategy Science · doi:10.1287/stsc.2020.0102 · Cited by 20
The influence of top management team's corporate governance orientation on strategic renewal trajectories: A longitudinal analysis of Royal Dutch Shell plc, 1907-2004
Kwee, Z., den Bosch, F. V., & Volberda, H. (2011) · Journal of Management Studies · doi:10.1111/j.1467-6486.2010.00961.x · Cited by 17
Routine Rigidity and Environmental Sustainability: Why Rational Innovations are Regularly Ignored
Dooley, K. (2017) · Business Strategy and the Environment · doi:10.1002/bse.1984 · Cited by 22
Outward foreign direct investment, dynamic capabilities and radical innovation performance: empirical evidence from Chinese high-tech companies
Zheng, X.-Y., Wang, F.-S., Liu, S., Wang, H.-M., & Zhang, D.-C. (2023) · Chinese Management Studies · doi:10.1108/cms-12-2022-0477 · Cited by 16
Does More CEO Ambivalence Lead to Higher Organizational Ambidexterity? A Paradoxical Perspective
Bao, Y., Yuan, W.-L., Bao, Y.-J., & Olson, B. (2022) · IEEE transactions on engineering management · doi:10.1109/tem.2020.3011061 · Cited by 16
“Managerial attention to and interpretation of the events, in turn, shape the strategic actions of firms [2], [21], [38], [42].”
Background
Call for papers: Special issue of Strategic Organization: Research Frontiers on the Attention-Based View of the Firm
(2021) · Strategic Organization · doi:10.1177/1476127020985095 · Cited by 16
“The ABV has generated influential research in a wide variety of topic areas including, but not limited to, institutional change (Nigam and Ocasio, 2010; Ocasio and Radoynovska, 2016), top-management teams (Cho and Hambrick, 2006), multinational strategy (Bouquet and Birkinshaw, 2008), routinization and decisionmaking…”
Background
SME managers’ causal beliefs on HRM as success factor of the firm
Viitala, R., Vesalainen, J., & Uotila, T.-P. (2020) · Journal of Small Business Management · doi:10.1080/00472778.2020.1758528 · Cited by 16
The influence of entrepreneurial team’s cognitive adaptability on its risk decision making
Wang, G.-H., Li, X., Zhou, J.-L., & Lan, S.-L. (2019) · Industrial management & data systems · doi:10.1108/imds-03-2019-0178 · Cited by 16
The Contingent Effect of Patriotic Rhetoric on Firm Performance
Mohr, A. T., & Schumacher, C. (2019) · Strategy Science · doi:10.1287/stsc.2019.0085 · Cited by 19
Do empowered employees absorb knowledge?
Siachou, E., & Gkorezis, P. (2013) · Management Research Review · doi:10.1108/mrr-07-2012-0166 · Cited by 18
Taking “strategy-as-practice” across the Atlantic
Jarzabkowski, P. A., & Kaplan, S. (2010) · Advances in strategic management · doi:10.1108/s0742-3322(2010)0000027006 · Cited by 25
Self-citation
The evolution of digitalization capabilities during strategic renewal: A case study based on the ecological restoration enterprise practice
Hou, E., Zhang, T., Yin, X., Chen, J., & Ding, Y. X. (2024) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2024.142570 · Cited by 16
Dynamic managerial capabilities and sustainable market competencies: role of organisational climate
Mehta, A., & Ali, S. A. (2021) · International Journal of Ethics and Systems · doi:10.1108/ijoes-07-2020-0121 · Cited by 15
Emotional foundations of capability development: an exploration in the SME context
Kars-Unluoglu, S., & Kevill, A. (2021) · Journal of Management & Organization · doi:10.1017/jmo.2020.38 · Cited by 15
“Microfoundations research has so far revealed that management cognition can be an important source of capability development (Eggers & Kaplan, 2009; Gavetti, 2005).”
Background
Scenario planning as a strategy process to foster supply chain adaptability: theoretical framework and longitudinal case
Phadnis, S. S., & Darkow, I. (2021) · Futures & Foresight Science · doi:10.1002/ffo2.62 · Cited by 18

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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