Attentional engagement and strategic responses to discontinuous environmental change: Evidence from the US banking industry

While prior research has established a link between the attention an organization allocates to the external environment and its adaptations to environmental change, the nature of the cognitive processes that underlie this link remains underexamined. In this study, we explore how patterns of attentio...

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Main Authors: MACK, Daniel Z., CHO, Theresa S., YI, Andrew C.
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語言:English
出版: Institutional Knowledge at Singapore Management University 2024
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在線閱讀:https://ink.library.smu.edu.sg/lkcsb_research/7467
https://ink.library.smu.edu.sg/context/lkcsb_research/article/8466/viewcontent/mack_et_al_2024_attentional_engagement_pvoa_cc_by_nc.pdf
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spelling sg-smu-ink.lkcsb_research-84662024-02-22T03:03:55Z Attentional engagement and strategic responses to discontinuous environmental change: Evidence from the US banking industry MACK, Daniel Z. CHO, Theresa S. YI, Andrew C. While prior research has established a link between the attention an organization allocates to the external environment and its adaptations to environmental change, the nature of the cognitive processes that underlie this link remains underexamined. In this study, we explore how patterns of attentional engagement—that is, the extent to which attention allocation is focused and/or consistent over time—influence the organization’s formulation of strategic responses to discontinuous change. We advance a situated perspective on attentional engagement by suggesting how the type of learning and cognitive processes are situated in different attentional-engagement structures, and can, in turn, lead to heterogeneous strategic responses to the same discontinuous change. Specifically, we formulate a theoretical model elaborating how varied levels of attentional focus and attentional consistency affect whether organizations respond by breaking, reinforcing, hedging, or maintaining the status quo. Subsequently, we develop and test our arguments using a dataset covering U.S. banking firms from 2002 to 2010—a period that includes the U.S. housing crisis. 2024-02-01T08:00:00Z text application/pdf https://ink.library.smu.edu.sg/lkcsb_research/7467 info:doi/10.1177/14761270231187090 https://ink.library.smu.edu.sg/context/lkcsb_research/article/8466/viewcontent/mack_et_al_2024_attentional_engagement_pvoa_cc_by_nc.pdf http://creativecommons.org/licenses/by-nc-nd/4.0/ Research Collection Lee Kong Chian School Of Business eng Institutional Knowledge at Singapore Management University behavioral strategy managerial cognition panel data methods research methods strategic change strategy process topics and perspectives Organizational Behavior and Theory Strategic Management Policy
institution Singapore Management University
building SMU Libraries
continent Asia
country Singapore
Singapore
content_provider SMU Libraries
collection InK@SMU
language English
topic behavioral strategy
managerial cognition
panel data methods
research methods
strategic change
strategy process
topics and perspectives
Organizational Behavior and Theory
Strategic Management Policy
spellingShingle behavioral strategy
managerial cognition
panel data methods
research methods
strategic change
strategy process
topics and perspectives
Organizational Behavior and Theory
Strategic Management Policy
MACK, Daniel Z.
CHO, Theresa S.
YI, Andrew C.
Attentional engagement and strategic responses to discontinuous environmental change: Evidence from the US banking industry
description While prior research has established a link between the attention an organization allocates to the external environment and its adaptations to environmental change, the nature of the cognitive processes that underlie this link remains underexamined. In this study, we explore how patterns of attentional engagement—that is, the extent to which attention allocation is focused and/or consistent over time—influence the organization’s formulation of strategic responses to discontinuous change. We advance a situated perspective on attentional engagement by suggesting how the type of learning and cognitive processes are situated in different attentional-engagement structures, and can, in turn, lead to heterogeneous strategic responses to the same discontinuous change. Specifically, we formulate a theoretical model elaborating how varied levels of attentional focus and attentional consistency affect whether organizations respond by breaking, reinforcing, hedging, or maintaining the status quo. Subsequently, we develop and test our arguments using a dataset covering U.S. banking firms from 2002 to 2010—a period that includes the U.S. housing crisis.
format text
author MACK, Daniel Z.
CHO, Theresa S.
YI, Andrew C.
author_facet MACK, Daniel Z.
CHO, Theresa S.
YI, Andrew C.
author_sort MACK, Daniel Z.
title Attentional engagement and strategic responses to discontinuous environmental change: Evidence from the US banking industry
title_short Attentional engagement and strategic responses to discontinuous environmental change: Evidence from the US banking industry
title_full Attentional engagement and strategic responses to discontinuous environmental change: Evidence from the US banking industry
title_fullStr Attentional engagement and strategic responses to discontinuous environmental change: Evidence from the US banking industry
title_full_unstemmed Attentional engagement and strategic responses to discontinuous environmental change: Evidence from the US banking industry
title_sort attentional engagement and strategic responses to discontinuous environmental change: evidence from the us banking industry
publisher Institutional Knowledge at Singapore Management University
publishDate 2024
url https://ink.library.smu.edu.sg/lkcsb_research/7467
https://ink.library.smu.edu.sg/context/lkcsb_research/article/8466/viewcontent/mack_et_al_2024_attentional_engagement_pvoa_cc_by_nc.pdf
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