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Cognitive complexity implications for research on sustainable competitive advantage

  • Cheng, Shu-Ling
  • Chang, Hae-Ching
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    Cognitive complexity of top managers gains increasing attention in the management field. Performance implication of cognitive complexity is an important one. This article clarifies several of the original points to reply to Huang's commentary. In particular, we comment on some issues of testability and measurement of cognitive complexity and internal/external related dimensions.

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    Article provided by Elsevier in its journal Journal of Business Research.

    Volume (Year): 63 (2010)
    Issue (Month): 1 (January)
    Pages: 67-70

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    Handle: RePEc:eee:jbrese:v:63:y:2010:i:1:p:67-70
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    1. Huang, Kuo-Feng, 2009. "How do strategic groups handle cognitive complexity to sustain competitive advantage? A commentary essay," Journal of Business Research, Elsevier, vol. 62(12), pages 1296-1298, December.
    2. Cheng, Shu-Ling & Chang, Hae-Ching, 2009. "Performance implications of cognitive complexity: An empirical study of cognitive strategic groups in semiconductor industry," Journal of Business Research, Elsevier, vol. 62(12), pages 1311-1320, December.
    3. Neill, Stern & Rose, Gregory M., 2006. "The effect of strategic complexity on marketing strategy and organizational performance," Journal of Business Research, Elsevier, vol. 59(1), pages 1-10, January.
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