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Intra‐industry shared cognitions and organizational competitiveness
Author(s) -
Bloodgood James M.,
Turnley William H.,
Bauerschmidt Alan
Publication year - 2007
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.794
Subject(s) - competitor analysis , cognition , business , organizational change , service (business) , marketing , industrial organization , psychology , knowledge management , public relations , computer science , political science , neuroscience
Managers and researchers have long debated the role of industry cognition in guiding strategic change. Still unresolved within this discussion, however, is the degree to which cognition‐based strategic change is directed at being more similar to—and different from—competitors. This paper uses multi‐source data collected for 380 corrugated box manufacturing plants in the USA to suggest that managers in different cognitive groups within the industry place differing degrees of importance on two fundamental organizational activities, namely: innovation and customer service. More importantly, the extent to which a plant manager's ratings of the importance of these two activities deviated from the cognitive group's norms is found to be negatively related to organizational performance.Copyright © 2007 John Wiley & Sons, Ltd.