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Context-specific rationality in sense-making of strategic stimuli

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  • Haukedal, Willy
  • Grønhaug, Kjell

Abstract

Managerial cognition is central to strategic processes in several ways, since the perception and interpretation of strategic stimuli affects the way strategic issues are conceptualized. In this paper strategic stimuli are analysed according to the dimensions of strength and structure. It is argued that different classes of strategic stimuli pose different challenges to managerial cognition. It is further argued that experience of a particular strategic problem-domain influences managerial thinking patterns. These assumptions are tested empirically in a quasi-experimental study of managers and students involved in the analysis of four business cases, each designed to capture one specific class of strategic stimuli.

Suggested Citation

  • Haukedal, Willy & Grønhaug, Kjell, 1994. "Context-specific rationality in sense-making of strategic stimuli," Scandinavian Journal of Management, Elsevier, vol. 10(4), pages 355-367, December.
    • Handle: RePEc:eee:scaman:v:10:y:1994:i:4:p:355-367
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    Cited by:

    1. Santos-Álvarez, Valle & García-Merino, Teresa, 2010. "The role of the entrepreneur in identifying international expansion as a strategic opportunity," International Journal of Information Management, Elsevier, vol. 30(6), pages 512-520.
    2. Hutzschenreuter, Thomas & Kleindienst, Ingo, 2013. "(How) Does discretion change over time? A contribution toward a dynamic view of managerial discretion," Scandinavian Journal of Management, Elsevier, vol. 29(3), pages 264-281.
    3. Pasi Aaltola, 2019. "Strategic thinking and accounting: potentials and pitfalls from a managerial perspective," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 30(3), pages 323-351, October.

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