Discovering the CIO from the organizational cognition: A research with RepGrid

2018 ◽  
Author(s):  
Jorge Alfaro-Perez ◽  
Makarena Tapia ◽  
Patricio Ramirez-Correa ◽  
Elizabeth E. Grandon ◽  
Sergio Araya
Keyword(s):  
Organizational Cognition

scholarly journals An Approach to Developmental Cognition in Organizations

2015 ◽  
Vol 9 (1) ◽  
pp. 1 ◽  
Author(s):  
Mustafa Emre Caglar
Keyword(s):  
Moral Development ◽  
Development Theory ◽  
Environmental Perceptions ◽  
Cognitive Level ◽  
Cognitive Capacities ◽  
Organizational Cognition ◽  
Ontological Approach ◽  
Starting Point ◽  
Industrial Use

<p>As an enthusing concept to re-define the organizational cosmos in a novel form, this study approve the cognition of individuals as a starting point. Despite the abundant study of organizational cognition concept, there remains an uncharted area which depicts; how perceptions of different cognitive capacities might hierarchise the organizational cosmos. Upon this, we used ‘Kohlberg’s Moral Development Theory’ as a metaphor and found 3 hierarchic cognitive level which characterize on different justification modes. Also an additional theoric level identified for possible phenomenons. We show that the consideration styles of organization members evolve while their cognitive capacities and related environmental perceptions broaden and that these shifts are consistently patterned. An objective scale was developed using an ontological approach to confirm the oral interviews. Eventually, we obtained two different scales for industrial use.</p>

Conceptualizing change in organizational cognition

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rasmus Gahrn-Andersen
Keyword(s):  
Cognitive Science ◽  
Distributed Cognition ◽  
Science Research ◽  
Research Approach ◽  
Content Type ◽  
Organizational Cognition ◽  
Organizational Settings ◽  
Macro Domain ◽  
Task Specification ◽  
Domain Dynamics

PurposeSecchi and Cowley (2016, 2018) propose a Radical approach to Organizational Cognition (ROC) as a way of studying cognitive processes in organizations. What distinguishes ROC from the established research on Organizational Cognition is that it remains faithful to radical, anti-representationalist principles of contemporary cognitive science. However, it is imperative for proponents of ROC to legitimize their approach by considering how it differs from the established research approach of Distributed Cognition (DCog). DCog is a potential contender to ROC in that it not only counters classical approaches to cognition but also provides valuable insights into cognition in organizational settings.Design/methodology/approachThe paper adopts a conceptual/theoretical approach that expands Secchi and Cowley's introduction of ROC.FindingsThe paper shows that DCog research presupposes a task-specification requirement, which entails that cognitive tasks are well-defined. Consequently, DCog research neglects cases of organizational becoming where tasks cannot be clearly demarcated for the or are well-known to the organization. This is the case with the introduction of novel tasks or technical devices. Moreover, the paper elaborates on ROC's 3M model by linking it with insights from the literature on organizational change. Thus, it explores how organizing can be explored as an emergent phenomenon that involves micro, meso and macro domain dynamics, which are shaped by synoptic and performative changes.Originality/valueThe present paper explores new grounds for ROC by not only expanding on its core model but also showing its potential for informing organizational theory and radical cognitive science research.

scholarly journals Sustainability with (out) compromise: how companies perceive, manage, and communicate trade-off decisions in the practice of corporate sustainability

2021 ◽  
Author(s):  
Merriam Haffar
Keyword(s):  
Content Analysis ◽  
Corporate Sustainability ◽  
Phase Iii ◽  
Strategic Choices ◽  
Trade Off ◽  
Organizational Cognition ◽  
Trade Offs ◽  
Archival Documents ◽  
Sustainability Reports ◽  
Latent Content

The practice of corporate sustainability is beset with compromise; it involves inevitable trade-offs across competing objectives and across a range of stakeholders and time horizons. These trade-offs create tension points that present the company with strategic choices that ultimately shape its overall approach to sustainability. Accordingly, trade-offs constitute a material aspect of a company’s sustainability practice, and ought to be disclosed in sustainability reports. The purpose of this research is therefore to understand how companies perceive, manage, and report on these critical trade-off decisions in the practice of sustainability. To achieve this objective, this dissertation conducted a study in three phases. In Phase I, this study conducted a review and content analysis of the trade-off literature through the lens of the natural resource-based view of the firm. Through this process, this study proposed a hierarchical framework for the analysis of trade-offs based on their root tensions, their interconnections, and their connection to sustainability synergies. In Phase II, this study used an organizational cognition perspective to posit that companies perceive and respond to these trade-off decisions in ways that reflect the company’s underlying sustainability logic. To explore this link, this study performed a content analysis of interviews with sustainability managers, as well as archival documents. This study found that companies with an instrumental logic saw trade-offs as binary and resolved them by counterbalancing the ‘lose’ dimension with ‘wins’ elsewhere. In contrast, companies with an integrative logic saw trade-offs as non-binary, and resolved them through an iterative, risk-based approach. Finally, in Phase III, this study used a legitimacy perspective to determine whether companies are disclosing these trade-offs in their sustainability reports. To do so, this study analyzed sustainability reports and interviews with sustainability managers using content analysis. This study found that 92% of all reporting companies had encountered sustainability trade-offs but had not disclosed them in their reports. Evidence of these accounts were nevertheless present in the implicit (or latent) content of the reports. These findings highlight the negative light in which many companies perceive trade-offs, and the legitimacy threat that their disclosure poses.

Organizational Cognition in the Industrial Case Study

2010 ◽  
pp. 122-132
Author(s):  
Farley Simon Nobre ◽  
Andrew M. Tobias ◽  
David S. Walker
Keyword(s):  
Process Improvement ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Process Maturity ◽  
Industrial Case Study ◽  
Organizational Cognition ◽  
Capability Maturity ◽  
Organization Process ◽  
And Performance

This chapter is concerned with the implementation of The Capability Maturity Model in the organization of study. In this application, we define measures of organization process improvement and we propose correlations between them and organizational cognition. Among these measures are included organization process maturity, capability, and performance. Therefore, we define correlations between organizational cognition and organization process maturity, and also between organizational cognition and organization process capability and performance. From such correlations, we also define an association between organizational cognition and organizational learning. Hence, we outline new directions to the development of approaches to assess, to evaluate and to measure the degree of organizational cognition from appraisal methods of The Capability Maturity Model and of other organization process improvement models. Moreover, Chapter IX is complemented by Appendix I which summarizes concepts and characteristics about the five maturity levels of The Capability Maturity Model.

A Theory of Organizational Cognition

2010 ◽  
pp. 35-59
Author(s):  
Farley Simon Nobre ◽  
Andrew M. Tobias ◽  
David S. Walker
Keyword(s):  
Organizational Learning ◽  
Environmental Uncertainty ◽  
Organizational Systems ◽  
Environmental Complexity ◽  
Organizational Complexity ◽  
Organizational Cognition ◽  
Definition Of ◽  
Cognitive Perspectives

Chapter III introduces definitions, premises, and propositions towards a theory of organizational cognition. It proposes principles about organizational cognition and thus it clearly distinguishes organizational cognition from the concept of organizational learning. It outlines the concept of hierarchic levels of cognition in organizational systems and thus it proposes cognition as an important element of the organization. It presents new definitions on organizations, environment along with the relations between them through cognitive perspectives. Such definitions include concepts of intelligence, cognition, autonomy, and complexity for organizations. It derives a definition of environmental complexity and it proceeds by introducing propositions about the relations between organizational complexity and environmental complexity. While the former is synonymous with organizational cognition, the latter is synonymous with environmental uncertainty.

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