Organizational Cognition: Computation and InterpretationTheresa K. Lant, Zur Shapira Organizational Cognition is a collection of chapters written by scholars from around the world. The editors outline the history of two approaches to the study of cognition in organizations, the computational approach and the interpretive approach. The chapters represent some of the most cutting-edge research on organizational cognition, covering research that spans many levels of analysis. Much of the work in the book demonstrates how computational and interpretive approaches can be combined in a way that provides greater insight into cognitive processes in and among organizations. The editors conclude by elaborating the likely boundary conditions of each approach and how they can be combined for a more complete understanding of cognition in organizations. |
Other editions - View all
Organizational Cognition: Computation and Interpretation Theresa K. Lant,Zur Shapira Limited preview - 2000 |
Organizational Cognition: Computation and Interpretation Theresa K. Lant,Zur Shapira No preview available - 2014 |
Organizational Cognition: Computation and Interpretation Theresa K. Lant,Zur Shapira No preview available - 2000 |
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action alternative ambiguity andthe ASIS aspiration level assessment attainment discrepancy aviation safety bank behavior bythe Cambridge categorization coefficient cognitive maps communication companies competitive complex problem computational concepts context decision makers decision theory decisionmaking effect email environment example experience exploration factors feedback goals human Hypothesis individual industry influence information processing institutionalized interaction interpretation interviews inthe involved issues Kahneman Lant learning channels lessons machine learning Management Journal managerial Manutex March matrix measure mental models Mezias negative ofthe onthe organization’s organizational cognition organizational learning organizations outcomes Outsider intuition participants perceptions performance perspective Porac potential dangers problem solving psychology reports representation resource knowledge risk management routines Rulke safety information systems schemas Science sensemaking Shapira significant similarity Similarity Matrix situated cognition situation social cognition specific stakeholders Starbuck strategic groups Strategic Management structure TABLE tacit knowledge thatthe theory tobe tothe Tversky understanding variables Weick