Shared cognition in top management teams: implications for new venture performance
This paper presents a study of two samples of new venture top management teams from the inc. 500. The research poses that shared strategic cognition is the outcome of group processes that occur during the development of strategy. Shared cognition in top management teams (TMTs) is the extent to which...
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Published in | Journal of organizational behavior Vol. 22; no. 2; pp. 145 - 160 |
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Main Authors | , |
Format | Journal Article |
Language | English |
Published |
Chichester, UK
John Wiley & Sons, Ltd
01.03.2001
John Wiley & Sons Wiley Periodicals Inc |
Subjects | |
Online Access | Get full text |
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Summary: | This paper presents a study of two samples of new venture top management teams from the inc. 500. The research poses that shared strategic cognition is the outcome of group processes that occur during the development of strategy. Shared cognition in top management teams (TMTs) is the extent to which those mental models about strategy are shared. A theoretical frame is developed that links shared strategic cognition to group process and new venture performance. The results indicate that the group processes leading to the development of shared strategic cognition are more important than the outcome of shared strategic cognition in terms of predicting organizational performance. |
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Bibliography: | ark:/67375/WNG-WB11G9KH-H istex:DBA7FDA6799F7CF33862F75AAB183B694D21DFCE ArticleID:JOB83 ObjectType-Article-1 SourceType-Scholarly Journals-1 ObjectType-Feature-2 content type line 23 |
ISSN: | 0894-3796 1099-1379 |
DOI: | 10.1002/job.83 |