Paper Info
Title
How misfits between managerial cognitive orientations and situational uncertainty affect organizational performance
Abstract
This paper explores the relationship between managerial cognitive orientations and situational uncertainty to organizational performance. The paper adapts a contingency and an information processing perspective, and develops a simulation model in which performance implications are added to the compelling argument of matching managerial cognitive orientations and situational uncertainty. In contrast to previous studies, this permits objective measures of both cognitive orientations and situational context. It is found that a match between managerial cognitive orientation and situational uncertainty has positive performance consequences, and that the effect of this relationship is most pronounced in high discretionary environments [D.C. Hambrick, S. Finkelstein, Managerial Discretion: A Bridge Between Polar Views of Organizations. Research in organizational behavior, Greenwich, Conn, JAI Press, 1987, 369–406].
Year
DOI
Venue
2006
10.1016/j.simpat.2005.09.013
Simulation Modelling Practice and Theory
Keywords
Field
DocType
Cognitive orientations,Information processing,Organizational structure,Fit
Information processing,Organizational structure,Organizational performance,Organizational behavior,Computer science,Knowledge management,Cognitive psychology,Control engineering,Situational ethics,Cognition,Information processing theory,Contingency
Journal
Volume
Issue
ISSN
14
4
1569-190X
Citations 
PageRank 
References 
0
0.34
3
Authors
1
Name
Order
Citations
PageRank
Dorthe Døjbak Håkonsson101.01