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  1. 1 Management

  2. 1 Nauki o Zarządzaniu

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  1. 2 Piórkowska K.

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  1. 1 2017

  2. 1 2016

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A dynamic context of behavioural strategy: managerial cognitive capabilities and organizational adaptive performance

100%
Piórkowska K.
Nauki o Zarządzaniu
|
2017
|
issue 1(30)
24-30
EN
The prior research has emphasized the importance of either individuals to organizational performance or of managerial cognition to strategic change and action and provided support for the salient role of managerial cognition in developing managerial capabilities and behaviour. Nevertheless, given that managerial perceptions may vary across industry contexts and that high and low velocity industry pose different cognitive challenges to managers, there is no prior research investigating the associations between managerial cognitive and adaptive capabilities, the individual propensity to adapt, and organizational adaptive performance in a high velocity industry, only some research has explored how individual characteristics affect the ability to develop adaptive capabilities. Hence the aim of the paper is to present a theoretical and methodological proposition exploiting a cognitive approach and a microfoundations perspective in strategic management, aiming to examine the interdependencies between managerial cognitive capabilities ,adaptive capabilities, and organizational adaptive performance as well as explore the moderators and/or mediators of that relationship. The method used is the literature review. The main findings constitute the propositions resulting from a developed conceptual framework.
2

Behavioural strategy: Adaptability context

100%
Piórkowska K.
Management
|
2016
|
vol. 20
|
issue 1
256-276
EN
The paper is embedded in the following fields: strategic management in terms of behavioural strategy concept, adaptability construct, and micro-foundations realm as well as organizational theory and psychology. Moreover, the paper concerns to some extent a multi-level approach in strategic management involving individual, team, and organizational level. The aim of the paper is to contribute to extend, on one hand, the ascertainment set in the field of behavioural strategy as behavioural strategy encompasses a mindboggling diversity of topics and methods and its conceptual unity has been hard to achieve (Powell, Lovallo, Fox 2011, p. 1371), and on the other hand, to order mixed approaches to adaptability especially to gain insights on micro-level adapting processes (individual adaptability and adaptive performance) in terms of the multi-level approach. The method that has been used is literature studies and the interference is mostly deductive. The structure of the manuscript is four-fold. The first part involves the considerations in the field of adaptability and adaptive performance at the individual level. The issues of adaptability and adaptive performance at the team level have been presented in the second part. The third part encompasses the organizational adaptability assertions. Finally, the conclusion, limitations of the considerations highlighted as well as the future research directions have been emphasized. The overarching key finding is that the behavioural strategy concept may constitute the boundary spanner in exploring and explaining adaptability phenomenon at different levels of analysis.
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