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Not all responses are the same: How CEO cognitions impact strategy when performance falls below aspirations
Journal of General Management Pub Date : 2019-01-01 , DOI: 10.1177/0306307018798143
David B Wangrow 1 , Kalin Kolev 1 , Margaret Hughes-Morgan 1
Affiliation  

This study integrates research on managerial discretion within the behavioral theory of the firm to examine how four CEO psychological traits serving as antecedents of managerial discretion—ambiguity tolerance, cognitive complexity, locus of control, and commitment to the status quo—moderate firm responses to poor performance. Using CEOs’ responses to questionnaires, CEO ambiguity tolerance is found to positively moderate the relationship between negative attainment discrepancy and strategic change when performance is slightly below aspirations, defined as average market return for the firm’s industry. Further, CEOs with greater cognitive complexity are found to engage in more strategic change when performance is farther below aspirations. Thus, this study begins to unpack the role of CEOs’ cognitive makeup on firm responses to performance shortfalls.

中文翻译:

并非所有回应都相同:当绩效低于期望值时,CEO 认知如何影响战略

本研究将关于管理自由裁量权的研究与公司行为理论相结合,以检验作为管理自由裁量权的前因的四种 CEO 心理特征——模糊容忍度、认知复杂性、控制点和对现状的承诺——如何调节公司对不良行为的反应。表现。使用 CEO 对问卷的回答,发现当绩效略低于期望值(定义为公司行业的平均市场回报)时,CEO 歧义容忍度可以积极调节负面成就差异与战略变革之间的关系。此外,当绩效远低于期望值时,认知复杂性更高的 CEO 会进行更具战略性的变革。因此,
更新日期:2019-01-01
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