Attention to Attention

Published Online:https://doi.org/10.1287/orsc.1100.0602

References

  • Anand V., Manz C. C., Glick W. H. An information memory approach to information management. Acad. Management Rev. (1998) 23(4):796–809Google Scholar
  • Argote L., McEvily B., Reagans B. R. Managing knowledge in organizations: An integrative framework and review of emerging themes. Management Sci. (2003) 49(4):571–582LinkGoogle Scholar
  • Augier M., Prietula M. Perspective: Historical roots of the A Behavioral Theory of the Firm at GSIA. Organ. Sci. (2007) 18(3):507–522LinkGoogle Scholar
  • Barnett M. L. An attention-based view of real options reasoning. Acad. Management Rev. (2008) 33:605–628CrossrefGoogle Scholar
  • Barr P. S., Stimpert J. L., Huff A. Cognitive change, strategic action, and organizational renewal. Strategic Management J. (1992) 13(S1):15–36CrossrefGoogle Scholar
  • Bothner M. S., Kang J., Stuart T. E. Competitive crowding and risk taking in a tournament: Evidence from NASCAR racing. Admin. Sci. Quart. (2007) 52(2):208–247CrossrefGoogle Scholar
  • Bouquet C., Birkinshaw J. Weight versus voice: How foreign subsidiaries gain attention from corporate headquarters. Acad. Management J. (2008) 51(3):577–601CrossrefGoogle Scholar
  • Bouquet C., Morrison A., Birkinshaw J. International attention and multinational enterprise performance. J. Internat. Bus. Stud. (2009) 40(1):108–131CrossrefGoogle Scholar
  • Cho T. S., Hambrick D. C. Attention as the mediator between top management team characteristics and strategic change: The case of airline deregulation. Organ. Sci. (2006) 17(4):453–469LinkGoogle Scholar
  • Corbetta M., Shulman G. L. Control of goal-directed and stimulus-driven attention in the brain. Nature Rev. Neurosci. (2002) 3(3):201–215CrossrefGoogle Scholar
  • Corner P. D., Kinicki A. J., Keats B. W. Integrating organizational and individual information processing perspectives on choice. Organ. Sci. (1994) 5(3):294–308LinkGoogle Scholar
  • Cyert R. M., March J. G.A Behavioral Theory of the Firm (1963) (Blackwell, Cambridge, MA) Google Scholar
  • Daft R. L., Weick K. E. Toward a model of organizations as interpretation systems. Acad. Management Rev. (1984) 9(2):284–295CrossrefGoogle Scholar
  • Dearborn D. C., Simon H. A. Selective perception: A note on the departmental identifications of executives. Sociometry (1958) 21(2):140–144CrossrefGoogle Scholar
  • Dutton J., Shapira Z. Strategic agenda building in organizations. Organizational Decision Making (1997) (Cambridge University Press, Cambridge, UK) 81–107Google Scholar
  • Dutton J. E., Ashford S. J. Selling issues to top management. Acad. Management Rev. (1993) 18(3):397–428CrossrefGoogle Scholar
  • Dutton J. E., Jackson S. E. Categorizing strategic issues: Links to organizational action. Acad. Management Rev (1987) 12(1):76–90CrossrefGoogle Scholar
  • Dutton J. E., Ashford S., O'Neill R. M., Lawrence K. A. Moves that matter: Issue selling and organizational change. Acad. Management J. (2001) 44(4):716–736CrossrefGoogle Scholar
  • Eggers J. P., Kaplan S. Cognition and renewal: Comparing CEO and organizational effects on incumbent adaptation to technical change. Organ. Sci. (2009) 20(2):461–477LinkGoogle Scholar
  • Fernandez-Duque D., Baird J. A., Posner M. I. Executive attention and metacognitive regulation. Consciousness Cognition (2000) 9(2):288–307CrossrefGoogle Scholar
  • Gavetti G., Levinthal D. Looking forward and looking backward: Cognitive and experiential search. Admin. Sci. Quart. (2000) 45(1):113–137CrossrefGoogle Scholar
  • Gavetti G., Levinthal D., Ocasio W. Neo-Carnegie: The Carnegie School's past, present, and reconstructing for the future. Organ. Sci. (2007) 18(3):523–526LinkGoogle Scholar
  • Greve H. R. A behavioral theory of firm growth: Sequential attention to size and performance goals. Acad. Management J. (2008) 51(3):476–494CrossrefGoogle Scholar
  • Gupta A. K., Smith K. G., Shalley C. E. The interplay between exploration and exploitation. Acad. Management J. (2006) 49(4):693–706CrossrefGoogle Scholar
  • Hambrick D. C., Finkelstein S. The effects of ownership structure on conditions at the top: The case of CEO pay raises. Strategic Management J. (1995) 16(3):175–193CrossrefGoogle Scholar
  • Hannan M. T., Freeman J. Structural inertia and organizational change. Amer. Sociol. Rev. (1984) 49(2):149–164CrossrefGoogle Scholar
  • Hansen M. T., Haas M. R. Competing for attention in knowledge markets: Electronic document dissemination in a management consulting company. Admin. Sci. Quart. (2001) 46(1):1–28CrossrefGoogle Scholar
  • Henderson R. M., Clark K. B. Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Admin. Sci. Quart. (1990) 35(1):9–30CrossrefGoogle Scholar
  • Hilgartner S., Bosk C. L. The rise and fall of social problems: A public arenas model. Amer. J. Sociol. (1988) 94(1):53–78CrossrefGoogle Scholar
  • Hoffman A. J., Ocasio W. Not all events are attended equally: Toward a middle-range theory of industry attention to external events. Organ. Sci. (2001) 12(4):414–434LinkGoogle Scholar
  • Hsu G. Evaluative schemas and the attention of critics in the U.S. film industry. Indust. Corporate Change (2006) 15(3):467–496CrossrefGoogle Scholar
  • Huckman R. S., Zinner D. E. Does focus improve operational performance? Lessons from the management of clinical trials. Strategic Management J. (2008) 29(2):173–193CrossrefGoogle Scholar
  • Hung S.-C. The plurality of institutional embeddedness as a source of organizational attention differences. J. Bus. Res. (2005) 58(11):1543–1551CrossrefGoogle Scholar
  • Kabanoff B., Brown S. Knowledge structures of prospectors, analyzers, and defenders: Content, structure, stability, and performance. Strategic Management J. (2008) 29(2):149–171CrossrefGoogle Scholar
  • Kanfer R., Ackerman P. L., Sternberg R. J. Dynamics of skill acquisition: Building a bridge between intelligence and motivation. Advances in the Psychology of Human Intelligence (1989) 5(Lawrence Erlbaum Associates, Hillsdale, NJ) 83–134Google Scholar
  • Kaplan S. Cognition, capabilities, and incentives: Assessing firm response to the fiber-optic revolution. Acad. Management J. (2008) 51(4):672–695CrossrefGoogle Scholar
  • Kaplan S., Henderson R. Inertia and incentives: Bridging organizational economics and organizational theory. Organ. Sci (2005) 16(5):509–521LinkGoogle Scholar
  • Kiesler S., Sproull L. Managerial response to changing environments: Perspectives on problem sensing from social cognition. Admin. Sci. Quart. (1982) 27(4):548–570CrossrefGoogle Scholar
  • King B. G. A political mediation model of corporate response to social movement activism. Admin. Sci. Quart. (2008) 53(3):395–421CrossrefGoogle Scholar
  • Kramer A. F., Wiegmann D. A., Kirlik A.Attention: From Theory to Practice (2007) (Oxford University Press, New York) Google Scholar
  • Lavie N. Perceptual load as a necessary condition for selective attention. J. Exp. Psych. Human Percept. Perform (1995) 21(3):451–468CrossrefGoogle Scholar
  • Leonard-Barton D. A. Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management J. (1992) 13(S1):111–125CrossrefGoogle Scholar
  • Levinthal D., Rerup C. Crossing an apparent chasm: Bridging mindful and less-mindful perspectives on organizational learning. Organ. Sci. (2006) 17(4):502–513LinkGoogle Scholar
  • Lounsbury M. A tale of two cities: Competing logics and practice variation in the professionalizing of mutual funds. Acad. Management J. (2007) 50(2):289–307CrossrefGoogle Scholar
  • March J. G. The business firm as a political coalition. J. Politics (1962) 24(4):662–678CrossrefGoogle Scholar
  • March J. G. Introduction: A chronicle of speculations about decision making. Decisions and Organizations (1988) (Basil Blackwell, Oxford, UK) 1–21Google Scholar
  • March J. G., Olsen J. P.Ambiguity and Choice in Organizations (1976) (Universitetsforlaget, Bergen, Norway) Google Scholar
  • March J. G., Simon H.Organizations (1958) (John Wiley & Sons, New York) Google Scholar
  • March J. G., Shapira Z. Managerial perspectives on risk and risk taking. Management Sci. (1987) 33(11):1404–1418LinkGoogle Scholar
  • March J. G., Shapira Z. Variable risk preference and the focus of attention. Psychol. Rev. (1992) 99(1):172–183CrossrefGoogle Scholar
  • Miller E. K., Cohen J. D. An integrative theory of prefrontal cortex function. Annual Rev. Neurosci. (2001) 24:167–202CrossrefGoogle Scholar
  • Mintzberg H. The strategy concept I: Five Ps for strategy. Calif. Management Rev. (1987) 30(Fall):11–24CrossrefGoogle Scholar
  • Nadkarni S., Barr P. S. Environmental context, managerial cognition and strategic action: An integrated view. Strategic Management J. (2008) 29(13):1395–1427CrossrefGoogle Scholar
  • Nigam A., Ocasio W. Event attention, environmental sensemaking, and change in institutional logics: An inductive analysis of the effects of public attention to Clinton's health care reform initiative. Organ. Sci. (2010) 21(4):823–841LinkGoogle Scholar
  • Norman D. A., Shallice T., Gazzaniga M. S. Attention to action: Willed and automatic control of behavior. Cognitive Neuroscience: A Reader (2000) (Blackwell, Malden, MA) 376–390Google Scholar
  • Ocasio W. Towards an attention-based view of the firm. Strategic Management J. (1997) 18(S1):187–206CrossrefGoogle Scholar
  • Ocasio W., Joseph J. An attention-based theory of strategy formulation: Linking micro- and macroperspectives in strategy process. Adv. Strategic Management (2005) 22:39–61CrossrefGoogle Scholar
  • Ocasio W., Joseph J. Rise and fall—Or transformation? The evolution of strategic planning at the General Electric Company, 1940–2006. Long Range Planning (2008) 41(3):248–272CrossrefGoogle Scholar
  • Ocasio W., Wohlgezogen F., Sitkin S. B., Cardinal L. B., Bijlsma-Frankema K. M. Attention and control. Organizational Control (2010) (Cambridge University Press, Cambridge, UK) 191–221CrossrefGoogle Scholar
  • Parasurman R.The Attentive Brain (2000) (MIT Press, Cambridge, MA) Google Scholar
  • Podolny J. M., Stuart T. E. A role-based ecology of technological change. Amer. J. Sociol. (1995) 100(5):1224–1260CrossrefGoogle Scholar
  • Posner M. I.Cognitive Neuroscience of Attention (2004) (Guilford Press, New York) Google Scholar
  • Posner M. I., Rothbart M. K. Research on attention networks as a model for the integration of psychological science. Annual Rev. Psychol. (2007) 58:1–23CrossrefGoogle Scholar
  • Rerup C. Attentional triangulation: Learning from unexpected rare crises. Organ. Sci. (2009) 20(5):876–893LinkGoogle Scholar
  • Salvato C. Capabilities unveiled: The role of ordinary activities in the evolution of product development processes. Organ. Sci. (2009) 20(2):384–409LinkGoogle Scholar
  • Simon H. A.Administrative Behavior: A Study of Decision-Making Processes in Administrative Organizations (1947) (Macmillan, Chicago) Google Scholar
  • Styles E. A.The Psychology of Attention (2006) (Psychology Press, East Sussex, UK) Google Scholar
  • Sullivan B. N. Competition and beyond: Problems and attention allocation in organizational rulemaking processes. Organ. Sci. (2010) 21(2):432–450LinkGoogle Scholar
  • Swets J. A., Kristofferson A. B. Attention. Annual Rev. Psychol. (1970) 21:229–366CrossrefGoogle Scholar
  • Thornton P. H.Markets from Culture: Institutional Logics and Organizational Decisions in Higher Education Publishing (2004) (Stanford University Press, Stanford, CA) CrossrefGoogle Scholar
  • Thornton P. H., Ocasio W. Institutional logics and the historical contingency of power in organizations: Executive succession in the higher education publishing industry, 1958–1990. Amer. J. Sociol. (1999) 105(3):801–843CrossrefGoogle Scholar
  • Treisman A. M., Gelade G. A feature-integration theory of attention. Cognitive Psych. (1980) 12(1):97–136CrossrefGoogle Scholar
  • Walsh J. P. Managerial and organizational cognition: Notes from a trip down memory lane. Organ. Sci. (1995) 6(3):280–321LinkGoogle Scholar
  • Weick K. E.The Social Psychology of Organizing (1979) 2nd ed.(McGraw-Hill, New York) Google Scholar
  • Weick K. E.Sensemaking in Organizations (1995) (Sage, Thousand Oaks, CA) Google Scholar
  • Weick K. E., Sutcliffe K. M. Mindfulness and the quality of organizational attention. Organ. Sci. (2006) 17(4):514–524LinkGoogle Scholar
  • Yu J., Engleman R. M., Van de Ven A. H. The integration journey: An attention-based view of the merger and acquisition integration process. Organ. Stud. (2005) 26(10):1501–1528CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.