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Cited by 582Entrepreneurship Studies and InfluencesInnovation and Knowledge ManagementManagement and Organizational Studies

The DOI matches its Crossref record; 107 of the 107 references it cites were found in a registry or an index.

Cognitive Processes of Opportunity Recognition: The Role of Structural Alignment

Grégoire, Denis A., Barr, Pamela S., Shepherd, Dean A.·2010·Organization Science
DOI 10.1287/orsc.1090.0462
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Abstract

Substantial gains can be made by individuals and organizations adept at detecting new opportunities. But how do business leaders do that concretely? Organization research shows that managers are more inclined to identify threats than opportunities, but it is still not clear why this is the case. Likewise, research points to several factors that may facilitate the recognition of opportunities. Yet empirical observations have been limited by retrospective biases and other conceptual challenges. As a result, key questions remain not only about what factors facilitate the recognition of opportunities, but also about why these factors play such a role. To further understanding of these issues, we study the reasoning strategies that individuals mobilize for recognizing opportunities. We develop a model of opportunity recognition as a cognitive process of structural alignment, and analyze the think-aloud verbalizations of executive entrepreneurs as they try to recognize opportunities for new technologies. In contrast to prior research, the qualitative and quantitative data do not provide evidence that individuals use prototypes to recognize opportunities. Instead, we find that different kinds of mental connections play different roles in the process of recognizing opportunities, with different consequences. We also document why and how prior knowledge may facilitate this process. By drawing attention to the cognitive underpinnings of opportunity recognition, we cast light on why it constitutes such a challenging task for individuals and organizations. In turn, this provides a useful basis for exploring the factors that explain why some individuals/organizations are able to recognize opportunities that others simply fail to see.

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Crossref · 10.1287/orsc.1090.0462

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Research works printed but not linked: 7

  1. 10.2307/257995 · DOI
  2. Gavetti G., 2005, Harvard Bus. Rev., 83, 54
  3. 10.1207/s15516709cog0702_3 · DOI · Paper page
  4. Hayek F. A. V., 1945, Amer. Econom. Rev., 35, 519
  5. Ireland R. D., 1999, Acad. Management Executive, 13, 43
  6. Ireland R. D., 2003, J. Management, 29, 963
  7. NASA, 2003, Spinoff 2003

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Metadata

Authors
Grégoire, D. A., Barr, P. S., & Shepherd, D. A.
Affiliations
  • Georgia State University (US)
  • Indiana University Bloomington (US)
ORCID
Venue
Organization Science
Publisher
Institute for Operations Research and the Management Sciences (INFORMS)
Published
2010-04
Volume
21
Issue
2
Pages
413-431
ISSN
  • 1047-7039 (ISSN-L)
  • 1526-5455
DOI
10.1287/orsc.1090.0462
OpenAlex
W2118430729
Cited by
582
References
107
Citations by year
2026: 49 · 2025: 38 · 2024: 31 · 2023: 38 · 2022: 39 · 2021: 56 · 2020: 41 · 2019: 28 · 2018: 49 · 2017: 42 · 2016: 32 · 2015: 32 · 2014: 39 · 2013: 25 · 2012: 18
FWCI
26.43
Type
journal article
Language
en
Open access
closed
Locations
Organization Science (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Entrepreneurship Studies and Influences
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
Keywords
opportunity recognition, structural alignment, cognitive processes, prior knowledge, prototype

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