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

The DOI matches its Crossref record; 7 of the 7 references it cites were found in a registry or an index.

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

Open this paper in CoChat — free account

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.

Integrity signals

Registry

Crossref · 10.1287/orsc.1080.0401

Cites

0 citation errors · 0 not checkable

Statistics

Recomputing p-values needs the paper’s full text.

Claims the paper makes

This paper’s full text isn’t openly available, so its claims and self-check weren’t run. The registry and citation checks still apply.

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations
Baron, R. M., & Kenny, D. A. (1986) · Journal of Personality and Social Psychology · doi:10.1037/0022-3514.51.6.1173 · Cited by 91,532
Firm Resources and Sustained Competitive Advantage
Barney, J. (1991) · Journal of Management · doi:10.1177/014920639101700108 · Cited by 48,334
Technological paradigms and technological trajectories
Dosi, G. (1982) · Research Policy · doi:10.1016/0048-7333(82)90016-6 · Cited by 6,685
Core capabilities and core rigidities: A paradox in managing new product development
Leonard-Barton, D. (1992) · Strategic Management Journal · doi:10.1002/smj.4250131009 · Cited by 6,477
Accelerating Adaptive Processes: Product Innovation in the Global Computer Industry
Eisenhardt, K. M., & Tabrizi, B. N. (1995) · Administrative Science Quarterly · doi:10.2307/2393701 · Cited by 2,426 · cited 2×
“Most attempts to understand dynamic capabilities have operated at the organizational level of analysis ( Eisenhardt and Tabrizi 1995, Hill and Rothaermel 2003), but Adner and Helfat (2003, p. 1012) argued recently that they should be understood at the”
Background
Cognitive change, strategic action, and organizational renewal
Barr, P. S., Stimpert, J. L., & Huff, A. S. (1992) · Strategic Management Journal · doi:10.1002/smj.4250131004 · Cited by 1,290
Top executive commitment to the status quo: Some tests of its determinants
Hambrick, D. C., Geletkanycz, M. A., & Fredrickson, J. W. (1993) · Strategic Management Journal · doi:10.1002/smj.4250140602 · Cited by 1,058 · cited 1×
“Given the rapidly changing nature of the market and the fact that attention can shift over time (Hambrick et al. 1993), we sought a measure that would capture more directly time-varying attention to issues.”
Background

Show all 0 references

Research works printed but not linked: 105

10.2307/256674 · DOI
10.1287/orsc.1090.0423 · DOI
10.1002/smj.331 · DOI
10.1111/1467-6451.00136 · DOI
10.1287/orsc.1090.0424 · DOI
10.2307/2393511 · DOI · Paper page
10.1287/orsc.9.6.644 · DOI
10.2307/3094913 · DOI
10.2307/2392616 · DOI
10.2307/2393919 · DOI
Bray R. C., 1997, Hewlett Packard J., 48, 1
10.1016/S0048-7333(02)00004-5 · DOI
10.2307/3094808 · DOI
10.1287/orsc.1050.0145 · DOI
Caves R. E., 1984, Amer. Econom. Rev., 74, 127
10.1002/smj.4250120104 · DOI
10.1177/014920639702300101 · DOI
10.1287/orsc.1060.0192 · DOI
10.1002/(SICI)1097-0266(199603)17:3<197::AID-SMJ804>3.0.CO;2-U · DOI
10.1287/mnsc.44.12.S207 · DOI
10.1287/orsc.7.2.103 · DOI
10.1111/1467-6451.00067 · DOI
10.1002/1097-0266(200010/11)21:10/11<1123::AID-SMJ130>3.0.CO;2-R · DOI
10.2307/2393553 · DOI · Paper page
10.1257/000282803321455197 · DOI
10.5465/amr.1984.4277657 · DOI
10.1287/mnsc.35.12.1504 · DOI · Paper page
10.1287/orsc.5.2.200 · DOI
10.1016/S0883-9026(99)00061-0 · DOI
10.1177/1094428106289252 · DOI
10.1002/1097-0266(200010/11)21:10/11<1105::AID-SMJ133>3.0.CO;2-E · DOI
10.2307/256691 · DOI
10.1016/0048-7333(92)90001-K · DOI
10.2307/3152066 · DOI
10.1287/orsc.1050.0140 · DOI
10.2307/2666981 · DOI
Gilbert R., 1982, Amer. Econom. Rev., 72, 54
10.2307/2393985 · DOI
10.1002/(SICI)1097-0266(199810)19:10<967::AID-SMJ981>3.0.CO;2-L · DOI
10.2307/3440244 · DOI
10.1287/orsc.1090.0421 · DOI
10.4159/9780674038288 · DOI
10.1002/(SICI)1097-0266(199705)18:5<339::AID-SMJ883>3.0.CO;2-7 · DOI
10.2307/2555761 · DOI
10.1002/smj.4250150906 · DOI
10.5465/amr.2003.9416161 · DOI
Huff A. S., 2000, When Firms Change Direction
10.1016/S0166-4972(00)00037-7 · DOI
Jaffe A. B., 2002, Patents, Citations, and Innovations: A Window on the Knowledge Economy, 10.7551/mitpress/5263.001.0001 · DOI
10.1002/smj.320 · DOI
Kaplan S. Framing the future: Cognitive frames, strategic choice and firm response to the fiber-optic revolution. (2004) . Unpublished doctoral dissertation, MIT Sloan School, Cambridge, MA
10.5465/amr.2008.33665141 · DOI
10.1093/icc/12.2.203 · DOI
10.2307/3069433 · DOI · Paper page
10.2307/2392530 · DOI
10.1287/mnsc.48.2.171.253 · DOI
10.1002/1097-0266(200010/11)21:10/11<997::AID-SMJ134>3.0.CO;2-O · DOI
10.2307/1251866 · DOI
10.1177/002194369202900101 · DOI
10.1002/smj.554 · DOI
10.1002/smj.4250090713 · DOI
Lant T., 2001, Organizational Cognition: Computation and Interpretation
10.5465/AMR.2006.19379629 · DOI
10.1287/mnsc.43.7.934 · DOI · Paper page
10.1146/annurev.so.14.080188.001535 · DOI
10.1002/smj.4250090706 · DOI
10.1108/eb039016 · DOI
10.1016/S0048-7333(97)00037-1 · DOI
10.2307/3069340 · DOI
10.2307/2393492 · DOI
10.2307/2989896 · DOI
10.1177/002224299005400403 · DOI
Nelson R. R., 1982, An Evolutionary Theory of the Economic Change
10.1002/smj.417 · DOI
10.1002/smj.4250090303 · DOI
10.1002/(SICI)1097-0266(199707)18:1+<187::AID-SMJ936>3.0.CO;2-K · DOI
10.1002/smj.166 · DOI
10.1287/orsc.7.1.22 · DOI
Reinganum J. F., 1983, Amer. Econom. Rev., 73, 741
Roberts C. W., 1997, Text Analysis for the Social Sciences, 275
10.1016/0048-7333(90)90046-9 · DOI
10.1002/smj.160 · DOI
10.1287/orsc.1080.0408 · DOI
10.4159/harvard.9780674432864 · DOI
10.2307/256224 · DOI
10.1016/S0737-6782(97)00077-5 · DOI
10.1016/0048-7333(86)90027-2 · DOI · Paper page
10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z · DOI · Paper page
10.1111/1540-5885.2002004 · DOI
10.2307/2392715 · DOI
10.1002/(SICI)1097-0266(199707)18:1+<119::AID-SMJ921>3.0.CO;2-0 · DOI
10.1287/orsc.1080.0419 · DOI
10.1002/1097-0266(200010/11)21:10/11<1147::AID-SMJ128>3.0.CO;2-R · DOI
10.2307/2392832 · DOI
10.1287/mnsc.42.7.939 · DOI
10.1016/0883-9026(86)90004-2 · DOI
10.1287/orsc.3.1.72 · DOI
10.1002/(SICI)1099-1379(199711)18:1+<641::AID-JOB910>3.0.CO;2-M · DOI
Wasserman N., Nohria N., Anand B. N. When does leadership matter? The contingent opportunities view of CEO leadership. (2001) . Working Paper 01-063, Harvard Business School, Boston · DOI
10.2307/2393593 · DOI
10.1287/mnsc.1040.0223 · DOI
Williamson O. E., 1985, Economic Institutions of Capitalism: Firms, Markets, Relational Contracting
10.5465/amr.2002.6587995 · DOI · Paper page
10.1287/orsc.13.3.339.2780 · DOI · Paper page
10.1016/S0048-7333(97)00017-6 · DOI

Sorted by citations

Items 401–500 of 646

How corporate development activities resolve the legitimacy-adaptation dilemma: A case study in technological substitution
Chaturvedi, T. (2023) · Journal of business research · doi:10.1016/j.jbusres.2023.113983 · Cited by 6
The Advocacy Trap: When Leaders’ Legitimacy Building Inhibits Organizational LearningPreprint
Žužul, T., & Edmondson, A. C. (2013) · SSRN Electronic Journal · doi:10.2139/ssrn.2294928 · Cited by 5
Content and process: Organizational conflict and decision making
Gaba, V., & Joseph, J. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2023.1227966 · Cited by 5
“…with research arguing for overarching strategic (Stieglitz and Heine, 2007; Leiponen and Helfat, 2010; Gulati et al., 2012a) and models of shared cognition that focus on the performance implications of broadly diffused mental models, schemas, frames, and logics (Eggers and Kaplan, 2009, 2013).”
Background
Unveiling the impact of artificial intelligence on corporate misconduct, the perspective of information asymmetry
Zou, M.-Y., & Yang, Y. (2026) · Technological forecasting & social change · doi:10.1016/j.techfore.2025.124506 · Cited by 5
Green ambidexterity and environmental performance: the role of CEO attention to stakeholders as a microfoundation of dynamic capabilities
Lee, H. (2025) · Journal of Business & Industrial Marketing · doi:10.1108/jbim-01-2024-0018 · Cited by 5
Creating Radical Technologies and Competencies: Revisiting Interorganizational Dynamics in the Nascent Bionic Prosthetic Industry
Kim, S., Agarwal, R., & Goldfarb, B. (2025) · Organization science (Providence, R.I.) · doi:10.1287/orsc.2022.16915 · Cited by 5
Environmental cognitive distance, R&D capability distance, and supply chain green technology innovation
Huan, J. (2025) · Humanities and Social Sciences Communications · doi:10.1057/s41599-025-05406-6 · Cited by 5
“Moreover, existing evidence shows that MD&A content — authored or rigorously reviewed by executives — re ﬂ ects substantive environmental commitments rather than symbolic gestures (Eggers and Kaplan, 2009).”
Founder's entry strategy and funding performance in the crowdfunding industry: The mediating role of founder's attention
Yoon, D., Lee, J. M., & Rhee, L. (2025) · Strategic Entrepreneurship Journal · doi:10.1002/sej.1540 · Cited by 4
Pace of pro-market reforms, performance feedback, and strategic renewal actions of emerging economy firms
Popli, M., & Raithatha, M. (2025) · Journal of World Business · doi:10.1016/j.jwb.2025.101642 · Cited by 5
Breaking organizational paths for strategic renewal: Towards a dialectical perspective
Archambault, C., Lent, W. V., & Sydow, J. (2025) · Long Range Planning · doi:10.1016/j.lrp.2025.102560 · Cited by 8
Digital transformation, entrepreneurs’ risk perception, and enterprise innovation: moderating effect of market dynamism
Zhao, Y., & Feiya, S. (2025) · Applied Economics · doi:10.1080/00036846.2025.2495864 · Cited by 4
“Eggers and Kaplan (2009) suggested that executive cognition influences the timing of enterprises’ entry into the digital technology market.”
Collective attention overload in a global manufacturing company: a case study
Barros, V., & Ramos, I. (2024) · Information Systems and E-Business Management · doi:10.1007/s10257-024-00693-z · Cited by 5
“Consistent with Eggers and Kaplan’s (Eggers and Kaplan 2009) insights, the company experienced a gap between the attention driven by the organization’s strategy and the actual attention preferences of its managers.”
Understanding the Situational Antecedents of CEO Regulatory Focus
Graf‐Vlachy, L., Neville, F., Short, C. E., & Voelkl, F. X. (2024) · Journal of Management Studies · doi:10.1111/joms.13148 · Cited by 7
What do we talk about when we talk about strategic renewal: a systematic literature review of 40 years of research
Ciszewska‐Mlinarič, M., & Wójcik, P. (2023) · Central European Management Journal · doi:10.1108/cemj-01-2023-0003 · Cited by 11
Measuring R&D team’s focus towards innovation: Scale development and empirical validation
Tikas, G. (2023) · Journal of engineering and technology management · doi:10.1016/j.jengtecman.2023.101766 · Cited by 5
Cognitive Diversity, Managerial Characteristics and Performance Differences across the Cleantech Firms
Bergman, J.-P., Luukka, P., Jantunen, A., & Tarkiainen, A. (2020) · Int. J. Knowl. Based Organ. · doi:10.4018/ijkbo.2020010101 · Cited by 5
The Constrained and the Unconstrained Strategist: A View of the Firm
Gross, R. (2019) · KINFORMS · doi:10.55819/mrij.2019.14.1.4 · Cited by 5
“The top management team operates as the intellect of the firm with their primary role to craft tactics with needed foresight to adopt changes to new business environments (Eggers & Kaplan, 2009; Shin, 2013).”
Background
Out-of-sync in managerial attention: Temporal and repertory mismatches between the headquarters and subsidiary
Temmes, A., & Välikangas, L. (2019) · International Journal of Innovation Studies · doi:10.1016/j.ijis.2019.06.004 · Cited by 5
Workforce Downsizing and Shareholder Value Orientation among Executive Managers at Large U.S. Firms
Shin, T. (2017) · doi:10.1108/s0277-283320170000030008 · Cited by 5
Information Systems and Management in Media and Entertainment Industries
Lugmayr, A., Stojmenova, E., Stanoevska, K., & Wellington, R. J. (2017) · International Series on Computer Entertainment and Media Technology · doi:10.1007/978-3-319-49407-4 · Cited by 5
So!apbox: Editorial essay Mediation remediation
Devaro, J. (2011) · doi:10.1177/1476127011426357 · Cited by 5
“, 2008); Westphal and Graebner (2010) list the paper in their references but do not cite it in the text; Estrin et al. (2009) and Schwens et al. (2011) cite the paper in contexts unrelated to mediation tests; Hessels et al. (2010) cite the paper but do not require its methods given the nature of their data; Heavey et…”
BackgroundMethodInfluential
AI-driven sustainable energy saving: Pathways for enhancing energy efficiency in Chinese listed firms
Wu, C.-T., Li, H.-R., & Yuan, B.-B. (2025) · Applied Energy · doi:10.1016/j.apenergy.2025.126607 · Cited by 5
Conceptualizing and Testing the Model of Ambidextrous Leadership: Evidence from a Multi-Method Research Study
Shon, D. (2019) · doi:10.7916/d8-h9av-fw15 · Cited by 3
“…several researchers have argued for the validity of the MTurk sample (e.g., Buhrmester, Kwang, & Gosling, 2011) and use of CEO letters (e.g., Eggers & Kaplan, 2009) in organizational research, future research that leverages the data from real organizations and leaders will be necessary to…”
Background
Spojrzenie na odnowę strategiczną z punktu widzenia długowieczności organizacji The look at the strategic renewal in terms of the organization longevity
Karpacz, J., Nogalski, B., & Wójcik-Karpacz, A. (2015) · doi:10.15611/mf.2015.1.13 · Cited by 5
Firm capabilities in the Finnish forest cluster: Comparisons based on self-organizing map
Järvinen, J., & Linnakangas, J. (2012) · Silva Fennica · doi:10.14214/sf.70 · Cited by 5
How air pollution makes firms less innovative: Human capital and adaptive strategies
Cavalcanti, T., Mohaddes, K., Nian, H., & Yin, H.-T. (2026) · Journal of Environmental Economics and Management · doi:10.17863/cam.124559 · Cited by 4
“…financial risks, and technological change, by adjusting innovation strategies, investment decisions, or the timing of market entry (e.g., Arora et al., 2021b; Flammer and Ioannou, 2021; Krieger, 2021; Fabrizio and Tsolmon, 2014; Aghion et al., 2012; Eggers and Kaplan, 2009; Anand and Singh, 1997).”
Managing exploration and exploitation to enhance innovation performance: the role of board gender diversity
Li, X.-K., Qing, L.-L., Wei, H.-H., & Wei, J. (2026) · Gender in Management · doi:10.1108/gm-06-2025-0391 · Cited by 4
Executives' Excess Compensation and Green Innovation Performance: An Attention‐Based Theory Perspective
Zhang, Z.-T., Zhang, Q., Liu, Y.-S., Song, K., & Wu, Y. (2026) · Corporate governance: An International Review · doi:10.1111/corg.70029 · Cited by 4
CEO tenure and strategic time horizons: Exploring the trajectory of decision-making
Weis, M. (2025) · Journal of business research · doi:10.1016/j.jbusres.2025.115649 · Cited by 4
CEO talk under scrutiny: visibility and rhetorical impression management in sustainability narratives
Berkin, A., Aerts, W., Roszkowska-Menkes, M., & Caneghem, T. V. (2025) · Accounting, Auditing & Accountability Journal · doi:10.1108/aaaj-08-2024-7297 · Cited by 4
Top management team means-ends diversity and competitive dynamics
Yang, W., Luo, S.-C., Miller, D., & Lin, H.-C. (2025) · Industrial Marketing Management · doi:10.1016/j.indmarman.2025.02.015 · Cited by 4
“This lens has been employed in examining competitive groups (Porac & Thomas, 1990), managerial attention (Eggers & Kaplan, 2009), and TMT temporal dispositions (Nadkarni et al., 2016).”
Blacksmith’s house, wooden knives: why do legacy firms succeed in promoting digital outcomes but struggle with the digital transformation of their existing business models?
Franco, M., Quadros, R., Clauss, T., & Minatogawa, V. (2025) · Reviews of Management Sciences · doi:10.1007/s11846-025-00848-3 · Cited by 4
“Indeed, research on ABV reveals that the organizational attention of top managers influences strategy development (Cho and Hambrick 2006), the evolution of organizational structures (Dutt and Joseph 2019), and the pursuit of entrepreneurship and innovation (Eggers and Kaplan 2009).”
Discrepancy is not always evil: The effect of inconsistency between strategic cognition and action on SADI firms’ performance in China
Lei, L., Zhang, Y.-C., Tan, Z., & Wang, Y. (2025) · Asia Pacific Journal of Management · doi:10.1007/s10490-024-10003-3 · Cited by 4
“To reduce the inherent retrospective bias in interviews, we applied the content analysis of annual reports to capture the allocation of strategic cognition (Eggers & Kaplan, 2009; Lei & Wu, 2022; Nadkarni & Narayanan, 2007).”
Digging into the drivers of strategic renewal: a systematic literature review
Raoofian, A., Ghatari, A. R., Manesh, M. F., & Palumbo, R. (2025) · International journal of organizational analysis · doi:10.1108/ijoa-08-2024-4781 · Cited by 10
Outcome and process frames: Strategic renewal and capability reprioritization at the Federal Bureau of Investigation
Raffaelli, R. L., Žužul, T., Gulati, R., & Rivkin, J. W. (2025) · Strategic Management Journal · doi:10.1002/smj.3697 · Cited by 6
Reproducing and Extending Experiments in Behavioral Strategy with Large Language Models
Albert, D., & Billinger, S. (2024) · Academy of Management Proceedings · doi:10.48550/arxiv.2410.06932 · Cited by 4
“This presents an exciting new avenue for behavioral strategy and decision making, where managerial attention plays a crucial role in understanding differences in firm strategy and performance (Eggers and Kaplan 2009, Joseph and Wilson 2018, Ocasio 2011).”
Background
Managerial framing in light of discontinuous change: Revolutionists, evolutionists, and mediators
Fox, D., Kullik, O., & Hölzle, K. (2024) · Creativity and Innovation Management · doi:10.1111/caim.12608 · Cited by 4
The synergistic effects of chief executive officer (CEO) power and media sentiment on firm innovation investment
Yuan, D., Shang, D., Qian, M., Pan, L., & Li, Y. (2023) · Technology Analysis & Strategic Management · doi:10.1080/09537325.2023.2251061 · Cited by 4
“First, related research con ﬁ rms that CEO power in developed capital markets can enhance ﬁ rm investment innovation (Chen 2014; Eggers and Kaplan 2009; Sariol and Abebe 2017; Sheikh 2018).”
Cognitive biases in resource cognition: evidence from action research
Leemann, N., & Kanbach, D. K. (2023) · Management Decision · doi:10.1108/md-10-2021-1379 · Cited by 4
Exploring the Relationship Between Managerial Cognitive Capabilities and Dynamic Managerial Capabilities
de Souza, E. M., & Forte, S. H. A. C. (2021) · International Journal of Business Administration · doi:10.5430/ijba.v12n5p1 · Cited by 4
“Eggers and Kaplan (2009) found that firms whose strategic managers paid more attention to emerging telecommunication technology were more likely to correctly and quickly identify that market's promises.”
Background
Zooming In or Zooming Out: Entrants’ Product Usage Breadth in the Nascent Drone Industry
Shermon, A., & Moeen, M. (2020) · Academy of Management Proceedings · doi:10.5465/ambpp.2020.12941abstract · Cited by 4
“Absent complete and unambiguous information, entrants typically vary in their interpretations of the industry (Gavetti & Levinthal, 2000), which might alter entrants’ locus of attention and shape their subsequent resource deployment (Eggers & Kaplan, 2009).”
Background
Organizational Decision Making Under Uncertainty Shocks
Ballesteros, L., & Kunreuther, H. C. (2018) · National Bureau of Economic Research · doi:10.3386/w24924 · Cited by 20
“The organizational and management literatures have overemphasized the role of top managers in the performance of organizations in the context of adversity or emergency (Eggers & Kaplan, 2009; Helfat & Peteraf, 2015).”
BALANCING COORDINATION AND AUTONOMY DURING POST-ACQUISITION WITHIN A HIGH-TECH FIRM
Barqawi, N., Mathiassen, L., Syed, K., & Firasta-Vastani, S. (2015) · International Journal of Innovation Management · doi:10.1142/s1363919616500365 · Cited by 6
“communication channels, and group identity (Clark, 1996; Ibarra, 1993; Kogut and Zander, 1996; Moran and Ghosal, 1996; Tripsas, 2009) and they involve managerial cognition as an important dynamic capability that can help shape experimentation and adaptation during post-acquisition (Eggers and Kaplan, 2009).”
Background
Managerial Cognition, Strategic Behavior and Innovation: Biopharmaceutical R & D
Kim, R. H. (2015) · Pharmacy & Pharmacology International Journal · doi:10.15406/ppij.2015.02.00008 · Cited by 1
Attention Networks: A Two-Mode Network View on ValuationPreprint
Prato, M., & Stark, D. (2013) · SSRN Electronic Journal · doi:10.2139/ssrn.2228080 · Cited by 4
“…processes of valuation in social structures, we draw on and develop the organizational theory literature that locates cognition in attention structures (Simon, 1957; Ocasio, 1997, 2011, 2012; Greve, 2008; Vissa, Greve and Chen, 2010; Kaplan, 2008; Eggers and Kaplan, 2009; Cho and Hambrik, 2006).”
Background
Corporate Renewal through Internal Innovation: The Four 'R's of Corporate Bricolage
Miller, D. J. (2021) · Strategic Management Review · doi:10.1561/111.00000030 · Cited by 4
“, Barney, 1991; Nelson and Winter, 1982; Penrose, 1959), recent authors converge on a broad theory of innovation: that managerial cognition (Eggers and Kaplan, 2009; Helfat and Peteraf, 2015; Holcomb, Holmes, and Connelly, 2009; Nayak, Chia, and Canales, 2019) frames the uses of complex sets of heterogeneous resources…”
Background
Smart Timing for Smart Products? Complementor Multihoming in Nascent Platform Markets
Aydin Ozden, S., Suarez, F. F., Libaers, D., & Bart, Y. (2026) · Journal of Product Innovation Management · doi:10.1111/jpim.70005 · Cited by 4
Triadic Attentional Processing and Buildup of Joint Attentional Engagement in Emergent Strategic Initiatives
Kauppila, O.-P., & Vaara, E. (2026) · Academy of Management Review · doi:10.5465/amr.2024.0120 · Cited by 3
Inertia or Adaptability? The Effects of Outside Director Incumbency Capital on Incumbent Firms' Adoption of Discontinuous Technologies
Hensellek, S., König, A., Graf-Vlachy, L., Szewczyk, J., & Kurzhals, C. (2025) · The Journal of product innovation management · doi:10.1111/jpim.70006 · Cited by 3
Financial awareness and business development cognition positively influence the sustainable development of rural family businesses
Zheng, X.-P., Tham, J., & Khatibi, A. (2025) · Frontiers in Sociology · doi:10.3389/fsoc.2025.1569713 · Cited by 3
Financial Flexibility and Innovation Efficiency: Pathways and Mechanisms in Chinese A-Share Listed Firms (2013–2022)
Sun, Y., & Zhang, G.-T. (2025) · Sustainability · doi:10.3390/su17135787 · Cited by 3
Opportunity Recognition Capability in Entrepreneurial Education Research: A Critical Gap in Literature
Cárdenas-Figueroa, A., & Olmedo-Navarro, A. (2025) · Journal of Enterprising Culture · doi:10.1142/s0218495825500025 · Cited by 3
Innovation Governance: An attention-based view from Chinese MNCs
Xie, M., Wang, S., Khan, M. K., & Du, Y. (2025) · Transnational Corporation Review · doi:10.1016/j.tncr.2025.200128 · Cited by 3
Interaction design for open innovation platforms: A social exchange perspective
Leckel, A., Randhawa, K., & Piller, F. T. (2025) · The Journal of product innovation management · doi:10.1111/jpim.12787 · Cited by 3
More Disclosure, Fewer Outside Opportunities? Accelerated Patent Disclosure and Market for Managerial Human Capital
Wu, F. (2025) · Social Science Research Network · doi:10.2139/ssrn.4552589 · Cited by 3
“Eggers and Kaplan (2009) find that management’s awareness of and attention to emerging technology can facilitate faster adaption and strategic reorientation.”
Background
Can corporate executives’ educational background in the digital economy promote corporate innovation?
Yuan, Y.-K. (2025) · Frontiers in Human Dynamics · doi:10.3389/fhumd.2025.1485401 · Cited by 3
“Existing research has already demonstrated the crucial role of executive attention in organizations as a key driver of innovation, accelerating the entry of firms into new technology markets (Eggers and Kaplan, 2009).”
A broader corporate purpose? Evidence from UK public companies, 2000–2016
Patacconi, A., Shamshur, A., & Ulianiuk, P. (2025) · European Management Review · doi:10.1111/emre.12706 · Cited by 3
Does employee mobility network influence acquisition behavior? Evidence from the semiconductor industry
Varshney, M., & Fuad, M. (2024) · Strategic Organization · doi:10.1177/14761270231181542 · Cited by 3
“Firms thus focus their attention on information from familiar sources (Eggers and Kaplan, 2009; Porac et al., 2011).”
Diverging Paths: CEO Regulatory Focus, Corporate Social Responsibility, and the Enigma of Firm Performance
Cheng, T., Sharpe, W. H., & Halabi, A. K. (2024) · Journal of risk and financial management · doi:10.3390/jrfm17070258 · Cited by 3
Overcoming the liability of patenting in early-stage ventures with market orientation
Chen, L.-W., Eleazar, M. J. W., Lee, S.-H., & Islam, H. A. (2024) · Industry and Innovation · doi:10.1080/13662716.2024.2320773 · Cited by 3
“This practice is consistent with prior studies using the content analysis technique (Eggers and Kaplan 2009; Kaplan 2008).”
Method
If You Want to Go Fast, Go Alone; If You Want to Go Far, Go Together. In Favor of a Partnership Approach to Directors of Incubators’ Dynamic Managerial Capabilities
Maus, A., & Sammut, S. (2023) · M n gement · doi:10.37725/mgmt.2023.5237 · Cited by 3
“Eggers and Kaplan (2009) studied the influence of managers’ cognition on business transformation through the acquisition of technology.”
Background
Green Competitive Advantage in The Tourism Industry
Wibisono, H., Arkeman, Y., Djohar, S., & Maulida, M. (2023) · Journal of Scientific Research, Education, and Technology (JSRET) · doi:10.58526/jsret.v2i4.289 · Cited by 3
“(Haarhaus & Liening, 2020) concluded that three factors that influence DMC are managerial cognition, managerial social capital (Wong & Ngai, 2023), and managerial human capital (Eggers & Kaplan, 2009).”
Background
ARTIFICIAL INTELLIGENCE AND INNOVATION PRACTICES: A CONCEPTUAL INQUIRY
Purnomo, B. (2023) · Jurnal Fokus Manajemen Bisnis · doi:10.12928/fokus.v13i2.8847 · Cited by 3
“The conventional approach of human-based and human-centred innovation management presents some areas for improvement, primarily in the limitations of the individual's ability to fully address information needs and to overcome their complexity (Eggers & Kaplan, 2009).”
Background
Implicit institutional incentives and individual decisions: Causal inference with deep learning models
Cabras, S., & Tena, J. (2023) · Managerial and Decision Economics · doi:10.1002/mde.3905 · Cited by 3
The influence of successor’s implicit power and explicit power on dual innovation———The mediating effect of board dissent
Wang, F.-F., Wu, J., Russo, M., & Gao, L. (2022) · PLoS ONE · doi:10.1371/journal.pone.0275603 · Cited by 3
“Eggers & Kaplan (2009) [7] found that CEOs with greater power tend to have more resources and greater influence, and tend to play a more powerful role in the development of new products.”
Background
The Role of Entrepreneur Cognition on Core Rigidity
Guo, Y., Huang, P.-W., Chou, M.-C., Fang, S., & Tsai, F.-S. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.717253 · Cited by 3
Discontinuous Change in Organizations and FieldsPreprint
Gaba, V., & Meyer, A. (2021) · The Oxford Handbook of Organizational Change and Innovation · doi:10.2139/ssrn.3672801 · Cited by 3
Examining CEOs’ Business Model Schemas: A Cognitive Mapping of Differences Between Industry Insiders and Outsiders
Narayan, S., Sidhu, J. S., Baden‐Fuller, C. W. F., & Volberda, H. (2020) · New horizons in managerial and organizational cognition · doi:10.1108/s2397-521020200000004003 · Cited by 6
Putting choice in the spotlight to advance theory on organizational adaptation to technological discontinuities
Carter, W. (2020) · Organization Management Journal · doi:10.1108/omj-04-2019-0720 · Cited by 3
Strategic Alliance and Operational Sustainability in the Nigerian Banking Sector
Akpotu, C., & Jasmine, T. (2016) · Review of Social Sciences · doi:10.18533/rss.v1i8.57 · Cited by 3
“…that bring value to the chain of activities that culminate to realization of strategic objectives and overall goals for Review of Social Sciences Page 45 Page 45 allying firms (Agarwal and Bayus, 2002; Garvin & Levesque, 2006; Franco, et al, 2008; Eggers & Kaplan, 2009; Davies & Arogundade, 2014).”
Background
Failing to Meet Analysts’ Expectations: How Financial Markets Contribute to Corporate Short-TermismPreprint
DesJardine, M. R., & Bansal, P. (2015) · SSRN Electronic Journal · doi:10.2139/ssrn.2674258 · Cited by 3
Organizational Decision Making: An Information Aggregation ViewPreprint
Csaszar, F. A., & Eggers, J. P. (2013) · SSRN Electronic Journal · doi:10.2139/ssrn.1732755 · Cited by 3
Self-citation
Choosing Not to Choose: A Behavioral Perspective on Parallel Search
Eggers, J., & Green, E. (2012) · Academy of Management Proceedings · doi:10.5465/ambpp.2012.17579abstract · Cited by 3
“Such managerial attention has been shown to be important at the project level to facilitate new product development success (Krishnan & Ulrich, 2001; Song, Montoya-Weiss, & Schmidt, 1997), and at the organizational level to facilitate transition into new technological spaces (Eggers & Kaplan, 2009).”
BackgroundSelf-citation
Business model innovation pathways: Digital transformation after disruption at The New York Times and The Washington Post
Aversa, P., Cozzolino, A., & Basil, A. (2026) · Research Policy · doi:10.1016/j.respol.2026.105536 · Cited by 5
The application of content analysis as a research method in management sciences
Miązek, A., & Światowiec-Szczepańska, J. (2020) · Contemporary organisation and management. Challenges and trends · doi:10.18778/8220-333-2.10 · Cited by 3
“CEO regulatory focus interacts with industry-level and firmlevel dynamisms to affect CSR. 4 Eggers and Kaplan 2009 Shareholder letters CEO attention (independent) Managerial cognition is associated with differences in the timing of entry into a new product market.”
Myopic reactions to performance feedback: Different decision makers, different decisions
Greve, H., & Zhang, C. M. (2016) · doi:10.5465/ambpp.2016.12141abstract · Cited by 3
"Inter-Generational Hybrids: Spillbacks, Spillforwards, and Surviving Technology Discontinuities"
Furr, N. R., & Snow, D. C. (2013) · doi:10.5465/ambpp.2013.246 · Cited by 3
“Research suggests that organizational processes (Benner and Tushman 2002; Henderson and Clark 1990), cognition (Eggers and Kaplan 2009; Furr et al. 2012; Tripsas 2009), resources and capabilities (Gilbert 2005; Rosenbloom 2000), complementary assets (Adner and Kapoor 2012; Tripsas 1997b), strategic…”
Background
The strategic adaptation process: a literature review
Sternad, D. (2011) · Springer eBooks · doi:10.1007/978-3-7091-0455-2_3 · Cited by 3
Does the CEO's Attention Affect How Well the Firm Performs Environmentally?
Alshorman, S., Abweny, M., & Ahmed, R. (2026) · Business Strategy and the Environment · doi:10.1002/bse.71078 · Cited by 2
When artificial intelligence becomes a job resource: how psychological capital fuels innovation in algorithm-driven workplaces
Liu, Y., Tian, Q., & Chen, J. (2026) · Frontiers in Psychology · doi:10.3389/fpsyg.2026.1740508 · Cited by 2
“AI can theoretically help employees innovate work behavior (IWB) by addressing two kinds of barriers people face before creating new ideas (Eggers and Kaplan, 2009): (1) information processing constraints (Nelson and Winter, 1982; Williams and Mitchell, 2004; Marois and Ivanoff, 2005) where limited…”
Organizational Identity Orientation and CEO Dismissal After Corporate Misconduct
Fewer, T. J., Ma, D., Farro, A. C., & Liu, C.-R. (2026) · Business & Society · doi:10.1177/00076503261425350 · Cited by 2
“…(i.e., the core beliefs and priorities guiding firms; Daly et al., 2004), attention (i.e., the issues and domains that receive managerial focus; Eggers & Kaplan, 2009), and temporal focus (i.e., the extent to which firms emphasize the past, present, or future in their discourse; Gamache &…”
Supply chain digitalization, dynamic capabilities and firm green technological innovation – the moderating effect of managerial attention to digitalization
Wang, X.-H., Liu, H.-J., & Zhao, J.-Y. (2026) · Chinese Management Studies · doi:10.1108/cms-04-2025-0423 · Cited by 2
Strategic attention breadth and carbon reduction performance: The role of carbon trading policies in resource allocation
Zheng, C.-J., & Wu, J.-Z. (2026) · Asia Pacific Journal of Management · doi:10.1007/s10490-025-10096-4 · Cited by 2
Paving the way for incumbents' digital transformation. A review and research agenda
Bastone, A., Mosca, L., Tucci, C. L., & Lan, S. (2025) · European Management Review · doi:10.1111/emre.70038 · Cited by 2
The microfoundations of firm risk-taking: CEO origin, temporal orientation, and cognitive focus
Hung, T., Handika, R. F., & Shenjaya, S. (2025) · Journal of Management & Organization · doi:10.1017/jmo.2025.10064 · Cited by 3
“This approach is widely validated in the strategy literature as a reliable way to capture managerial attention to specific concepts where prior expectations exist (e.g., Dutt & Joseph, 2019; Eggers & Kaplan, 2009; Eklund et al., 2025).”
Bridging corporate purpose and strategic renewal: A review and future research agenda
Pantalena, C., Manelli, L., Kotlar, J., & Frattini, F. (2025) · Long Range Planning · doi:10.1016/j.lrp.2025.102591 · Cited by 5
TMT attention and environmental strengths: Implications of discretionary and non-discretionary environmental events
Kim, J., Dibrell, C., & Sherlock, C. (2025) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2025.146163 · Cited by 2
The effect of technological core executives on industrial AI transformation: evidence from Chinese manufacturing enterprises
Xu, P., & Li, T. (2025) · Chinese Management Studies · doi:10.1108/cms-09-2024-0705 · Cited by 2
Concept and creativity: Proof-of-concept demonstration and aviation innovation in the United States, 1894–1913
Sands, D. B., Sohn, E., & Seamans, R. (2025) · Research Policy · doi:10.1016/j.respol.2025.105230 · Cited by 4
“Scholars working in various areas have underscored the importance of trigger events that direct market actor attention and energies towards new developments (e.g., Cattani et al., 2018; Eggers and Kaplan, 2009; Hoffman and Ocasio, 2001; Kaplan and Tripsas, 2008; Tushman and Anderson, 1986).”
Expectations and Exits: The Effect of CEO Agency and Communion on Boards’ Expectancy Violations and Dismissal of CEOs Following Breaches of Stakeholder Rights
Zyung, J. (2025) · Organization science (Providence, R.I.) · doi:10.1287/orsc.2022.17114 · Cited by 2
Analyzing factors influencing strategic renewal in young companies: an interpretive structural modeling approach
Raoofian, A., & Rajabzadeh-Ghatari, A. (2025) · Journal of Small Business and Enterprise Development · doi:10.1108/jsbed-12-2023-0596 · Cited by 2
Reaching for the stars and knowing how to get there: CEO promotion focus, CEO organizational experience, and strategy uniqueness
Weck, M., Veltrop, D., Oehmichen, J., & Rink, F. A. (2025) · Strategic Organization · doi:10.1177/14761270251334044 · Cited by 2
“For example, research finds that CEO cognition and confidence levels influence their approach toward innovation, such as their investment in innovation (Galasso and Simcoe, 2011) and their timing in entering new product markets (Eggers and Kaplan, 2009).”
Incumbent inertia, innovativeness, and performance (dis)advantages: A demand-side learning perspective
Bohlmann, J., Stanko, M. A., & Spanjol, J. (2024) · Academy of Marketing Science Review · doi:10.1007/s13162-024-00281-x · Cited by 2
“Several studies have recognized the role of manager cognition in firm strategy and technological innovation (Eggers & Kaplan, 2009; Kaplan & Tripsas, 2008).”
You Say Tough, I Say Hope: An Effect of CEO Regulatory Focus on Corporate Social Performance under Challenging Market Conditions
Lee, S., & Jung, R. (2023) · Sustainability · doi:10.3390/su15065555 · Cited by 2
Shared Identity Schemas Shape Incumbent Responses to New Entrants
Koçak, Ö., & Topaler, B. (2022) · Strategy Science · doi:10.1287/stsc.2022.0179 · Cited by 2
Dynamic Product Portfolio Management Modeling for the Financial Technology Industry
Khakbaz, S. B., Shahhoseini, M., Divandari, A., & Rabiee, H. (2020) · doi:10.22034/ijf.2020.209903.1092 · Cited by 2
Pouvoir et résistance dans le processus du Renouvellement Stratégique
Batac, J., & Maymo, V. (2019) · Management & Avenir · doi:10.3917/mav.108.0127 · Cited by 2
Supersizing Intelligence: How the Collective Mind Builds on Dual Networks
Checkley, M. S., & Galindo, M. F. A. (2018) · Strategic Change · doi:10.1002/jsc.2202 · Cited by 2
Partnering for Digital Innovation: A Competence-Based Study
Arkhipova, D., & Vaia, G. (2018) · Global Sourcing Workshop · doi:10.1007/978-3-030-15850-7_1 · Cited by 2
The Impact of a Learning Culture on Organisational Change in Regional SMEs.
Bamberry, G., Sabri-Matanagh, S., & Duncan, G. (2015) · doi:10.1504/ijlc.2015.069070 · Cited by 2

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

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review

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

Abstract

Overview

Integrity signals

Verification

Claims the paper makes

Claims other papers make about this one

Citations

Cites

Cited by

Metadata

Record

About these checks