Session 17

Insight-Driven Strategists

Track J

Date: Sunday, October 7, 2012


Time: 15:15 – 16:30


Room: Meeting Hall IV (a)

Session Chair:

  • Véronique Ambrosini, Monash University

Title: The Role of CEOs’ Ambivalence for Competitive Actions


  • Nils Plambeck, HEC-Paris
  • Sucheta Nadkarni, University of Cambridge
  • Tianxu Chen, Oakland University
  • Martin C. Goossen, Tilburg University

Abstract: Despite the importance of ambivalent evaluations, research specifying the influence of ambivalence on firms’ strategic behavior is scarce and has mostly been theoretical. To further enhance our understanding of the role of CEOs’ ambivalence for firms’ strategic behavior, we theorize and empirically investigate the effect of ambivalent evaluations on competitive actions of firms and how these relationships are moderated by organizational factors.

Title: The Role of Sensegiving in Endogenous Capability Change


  • Joanne Larty, Lancaster University
  • Martin Friesl, Lancaster University
  • Sarah Jack, Lancaster University

Abstract: This paper contributes to the vibrant debate on the cognitive foundations of organizational capabilities. Existing research highlights the important interplay between managerial cognition and sensemaking in an external search for new opportunities. This paper focuses on the micro-foundations of endogenous change and shows that managerial cognition influences how organizational actors make sense of, and then act upon, inherently uncertain and ambiguous situations. Based on the findings of a longitudinal, in-depth case study of a large multi-unit organization, our analysis reveals how different patterns of capability development are characterized by distinct patterns of organizational sensegiving. We highlight how patterns of organizational sensegiving may actually constrain or enable the coordinated development of organizational capabilities. Our findings provide new insights into the micro-processes of endogenous capability change.

Title: Top Management Team Hyperopia


  • David Mackay, University of Strathclyde
  • George Burt, University of Stirling
  • Andrew Perchard, University of Strathclyde

Abstract: Hyperopia – or longsightedness – describes a capacity to focus with acuity on that which is far off whilst experiencing deficiencies in interpreting and acting on that which is close at hand. This proposal seeks to surface insights into the under-researched topic of hyperopic TMT strategizing practice. We present empirical findings from a contemporary case and critically review an analogous historical case of hyperopic TMT strategizing practice in a transitional private sector - UK military partnership context. Our findings suggest that the business impacts of hyperopia might be masked by munificent institutional conditions but as these conditions evolve, damaging economic and social effects of rigid hyperopic TMT strategizing practice might be experienced.

Title: Towards an Attentional Capacity Model of Strategic Agenda Size: A Multi-Method Study in the Private Banking Industry


  • Emmanuelle Reuter, University of St. Gallen
  • Tomi Laamanen, University of St. Gallen

Abstract: We examine whether and when executives’ attentional capacity imposes limits to the number of strategic issues on their agenda. Based on a multi-method study of 79 private banks in Switzerland, Luxembourg, Austria, Singapore, and Hong Kong that face a broad range of issues in the regulatory, economic, and technological domains, we find that executives are able to attend to multiple issues simultaneously, but that their attentional capacity relates to the nature of the issue context. Issues tend to interact with each other and the more pervasive issues tend to consume more attentional capacity crowding out other issues. Moreover, the strategic agenda size shapes the richness of organizational change actions. Contributions are intended to be made to selective attention and strategic issue management research by theorizing the role of simultaneous issue processing and of the limits of attention.

All Sessions in Track J...

Sun: 08:00 – 09:15
Session 129: Strategy Implementation: Global Challenges
Sun: 09:30 – 10:45
Session 130: Practicing Strategy in Transition Economies: Reframing, Rethinking and Renewing
Sun: 11:15 – 12:30
Session 136: Challenges of Strategic Management and Leadership in Transforming Global Economy: Experiences from the Field
Sun: 15:15 – 16:30
Session 17: Insight-Driven Strategists
Mon: 08:00 – 09:15
Session 16: The Impact of Strategizing: Learning from Best and Worst Practices
Mon: 09:30 – 10:45
Session 18: An Explorative Journey to Strategy Practice
Mon: 13:30 – 14:45
Session 19: Planned Change, Ambidextrous Strategizing, and Systemic Transformation
Mon: 16:30 – 17:45
Session 246: Unbundling Silos: Managing Inter- and Intra-Organizational Relationships
Tue: 11:00 – 12:15
Session 21: Capturing Value Beyond Organizational Boundaries
Tue: 15:45 – 17:00
Session 22: Institutional Effects of Business Model Development: Thinking Strategically Inside-Out and Outside-In
Tue: 17:30 – 18:45
Session 156: Straddling on Transitions: Developing ABC Synergies

Strategic Management Society