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Collective frames of reference, recognition, and managers' mental models of competition: a test in two industries

By Gerry Johnson, Kevin Daniels and Leslie de Chernatony

Abstract

Managers draw upon sources of collective knowledge to cognitively represent strategic issues. It has also be argued that cognition is embedded in social interaction, enabling managers to recognize of others’ cognitions. In two separate industries, this study found that the influences upon managers’ mental models of their competitive environment include industry membership, organizational membership, and management level. The results indicate further that recognition of others’ mental models may be more pronounced than cognitive similarity.This work was supported by ESRC grant no. R000232883.School of Managemen

Year: 1995
OAI identifier: oai:dspace.lib.cranfield.ac.uk:1826/1177
Provided by: Cranfield CERES

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