Managerial-Stakeholders Alignment: The Perspective of Cognition, Shared Mental Models And their Antecedents
Katarzyna Piórkowska , Estera Piwoni-Krzeszowska
AbstractPurpose. The aim of the paper is to develop a conceptual framework concerning managerial-stakeholders alignment in terms of cognition and shared mental models as well as related concepts like sense-making, attention and individual external orientation. Design/methodology approach. The aim has been realized through answering the following research questions supported with extensive literature studies: (RQ1) How to develop managerial – stakeholders alignment?, (RQ2) How might shared mental models influence attaining managerial-stakeholder alignment?, (RQ3) Which cognitive mechanisms and/or constructs might influence the process of developing shared mental models between managers and stakeholders leading to managerial-stakeholder alignment? Findings. The main implications of the paper content concern the significance of cognitive issues in reconciling managerial strategic actions and stakeholders’ ones (environmental context). Contribution. While managerial and top management teams’ cognition was explored and examined by scholars in terms of general issues concerning both organizational change and adaptability so as to unveil the complex intricacies inherent to strategy change, there is little research on investigating the associations between managerial cognitive frames & mental models and stakeholders’ perspective. The paper contributes to enhance the state of the art in the field of organizational theory and strategic management one. Specifically, it proposes how to link cognitive issues to organization-environment adjustment from the perspective of managerial and stakeholders’ shared mental models and their antecedents. Hence, the paper contributes to fill the gap and extend approaches to decision making by synthesising selected cognitive phenomena from the managerial actions – stakeholders perspective.Limitations. First, the specific influence of environment high or low velocity on managerial-stakeholder alignment has not been considered. Second, a collective approach in terms of top management teams and its inner processes influencing the alignment between managers and stakeholders also have not been taken into consideration. Finally, mental model complexity as the number of inferred causal relationships has not been considered.
|Publication size in sheets||0.6|
Soliman Khalid S. (eds.): Vision 2020: Sustainable Economic Development and Application of Innovation Management from Regional expansion to Global Growth. Proceedings of the 32nd International Business Information Management Association Conference (IBIMA), 2018, International Business Information Management Association (IBIMA), ISBN 9780999855119, 8422 p.
Soliman_Vision_2020_Sustainable_Economic_Development.pdf / No licence information (file archived - login or check accessibility on faculty)
32nd IBIMA Conference proceedings - Part 9 of 9.pdf / No licence information (file archived - login or check accessibility on faculty)
|Keywords in English||cognition, shared mental models, sense-making, attention|
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