有能な組織:経営戦略の心理学的分析<br>The Competent Organization : A Psychological Analysis of the Strategic Management Process (Managing Work and Organizations Series)

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有能な組織:経営戦略の心理学的分析
The Competent Organization : A Psychological Analysis of the Strategic Management Process (Managing Work and Organizations Series)

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  • 製本 Paperback:紙装版/ペーパーバック版/ページ数 412 p.
  • 言語 ENG
  • 商品コード 9780335199037
  • DDC分類 658.4012

Table of Contents

Foreword                                           xii
Preface xiv
Acknowledgements xix
The Cognitive Perspective Comes of Age 1 (31)
Managing in times of disorder 4 (2)
Strategy as `content' versus strategy as 6 (1)
process'
The nature and purpose of theory and 7 (1)
research
The managerial and organizational cognition 8 (3)
perspective
Origins of the managerial and 11 (1)
organizational cognition perspective
The human information processing model of 12 (1)
skilled performance
Heuristics and biases in strategic decision 13 (5)
making
The non-rational escalation of commitment 18 (1)
to a failing course of action
The conflict theory of decision making 19 (2)
Mental representations: schemata, cognitive 21 (4)
maps and mental models
Enactment, sense-making and the enacted 25 (1)
environment
Combining the computational and 26 (1)
interpretive perspectives
Structure of the book 27 (5)
Organizational Learning 32 (40)
The learning organization 36 (6)
Providing a values proposition and a 36 (1)
logic for managing and organizing
Requisite managerial competencies for a 37 (5)
learning organization
Organizational learning 42 (7)
Cognitive change and commonly shared 49 (2)
understandings
Tacit knowledge and the competent 51 (1)
mindlessness of the individual
Eliciting tacit knowledge: organizational 52 (4)
knowledge creation processes
Communities of practice and collective 56 (6)
learning
The problem of collective forgetting 62 (4)
Competency traps and progressing 66 (3)
organizational simplicity
Concluding remarks 69 (3)
Distributed Cognition, Organizational Memory 72 (50)
and Knowledge Management
Team mental models 77 (9)
Group information sharing (sampling 79 (3)
behaviours)
Transactive memory (and transactive 82 (3)
knowledge)
Cognitive consensus 85 (1)
Distributed cognition: networks of people 86 (3)
and technology
Organizational-level knowledge structures 89 (4)
and organizational memory
Strategic analysis and organizational memory 93 (5)
Linking organizational learning to 98 (2)
knowledge structures
Organizational learning as mindful 100(3)
performance
Communication and knowledge management in 103(6)
learning organizations
Intra-organizational information markets 109(4)
The problem of information overload 113(5)
Summary and conclusions 118(4)
Competition and Cognition 122(38)
Analysing the structure of business 124(21)
competition: insights from socio-cognitive
theory and research
The nature and role of categorization 128(5)
processes in competitor definition
Competitive enactment and institutional 133(4)
isomorphism
Relational modelling, vicarious learning 137(3)
and social identification
Cognitive inertia 140(2)
Challenges to prevailing wisdom: situated 142(2)
learning and the cognitive life cycle of
market domains
Section summary 144(1)
Mapping mental models of competition as a 145(12)
basis for exploring micro-processes of
strategizing within and between firms
Methodological limitations of empirical 145(3)
studies supporting the emerging
socio-cognitive theory of competitive
industry structures
The case for studying individual and 148(4)
sub-group mental models of competitor
definition: the processual school
revisited
Empirical findings concerning the extent 152(4)
of individual and sub-group differences
and homogeneity in mental models of
competitor definition
Section summary 156(1)
Towards fusion: exploring the relative 157(1)
impact of task and institutional influences
on managerial mental models of competitive
industry structures
Conclusions 158(2)
Strategic Cognition in Top Management Teams 160(33)
The upper echelons perspective on top 161(3)
management teams
Evidence for the upper echelons perspective 164(6)
Empirical studies linking top team 165(3)
diversity and organizational performance
Executive succession, managerial learning 168(2)
and strategic reorientation
Criticisms of the upper echelons perspective 170(7)
Increased statistical controls and 177(2)
conceptual refinements
Recent studies incorporating direct methods 179(12)
of cognitive assessment
Exploring the determinants of executives' 180(7)
perceptions and beliefs about strategy
Exploring the consequences of executives 187(4)
perceptions and beliefs
Summary and conclusions 191(2)
Managerial Competencies and Individual Level 193(54)
Factors
Locus of control 197(6)
Need for achievement and flexibility 203(1)
Individual differences in the processing of 204(9)
information
Intuitive and creative cognition 213(23)
Intuition and cognitive maps 214(5)
Intuition and the intelligent unconscious 219(2)
The role of intuitive decision making 221(1)
Intuition and insight 222(6)
Creative cognition 228(1)
Key debates on creativity 229(6)
Implications 235(1)
Sense-making and sense-giving 236(4)
The emotionally attuned manager 240(5)
Concluding remarks 245(2)
Knowledge Elicitation Techniques and Methods 247(50)
for Intervention
Varieties of knowledge 249(5)
Causal cognitive mapping techniques 254(10)
Methods for eliciting and representing 254(5)
causal maps
Memory errors in causal mapping 259(3)
Comparing causal maps 262(2)
Causal mapping techniques as a basis for 264(2)
organizational intervention
Mapping techniques for revealing 266(17)
dimensional and hierarchical relationships
among conceptual stimuli
Hierarchical taxonomic interview 267(2)
techniques
Similarity-based scaling and clustering 269(8)
techniques
Repertory grid and related techniques 277(6)
Scenario-based intervention procedures 283(9)
Concluding remarks 292(5)
Conclusions and Future Directions 297(38)
Validating key components of strategic 300(5)
competence at the individual level
The strategic up-side of selective 305(4)
processing
Understanding the implications of new forms 309(3)
of work organization
Competence, trust and the paradoxical need 312(2)
to trust in competence
Understanding the nature and significance 314(2)
of emotion
Refining the assessment of actors' mental 316(5)
representations and the modelling of the
strategic management process
Exploring strategic management processes 321(2)
beyond the top team
Further cross-fertilization with adjacent 323(7)
fields of study
Validating the notion of strategic 330(3)
competence at the organizational level
Final reflections 333(2)
References 335(57)
Author index 392(12)
Subject index 404