Collective sensing as a source of dynamic managerial capability

A situated cognition approach to identifying superior acquisition opportunities

Maha Alshaghroud, Wilson Ng

Research output: Contribution to journalConference article

Abstract

This paper addresses a core but neglected question in corporate strategy of how unusually high-yielding (Òsuperioró) acquisition opportunities may be identified. Drawing on a situated cognition perspective of managerial action, we articulate a process in which the top management team (ÒTMTó) of a UK plastics manufacturer collectively engaged in Òpurposive improvisationó (MacLean, MacIntosh, & Seidl, 2015) to identify superior acquisition opportunities that were Òcognitively distantó (Gavetti, 2012) to the firm. This process, which we call Òcollective sensingó, is presented within a socially situated space of informal Òget-togethersó in the acquiring firm wherein reactions to personal ideas for acquisitions that were unknown to the firm were aired and shared among top managers. In get-togethers we suggest how the organizational roles of managers were temporarily put aside in favor of emergent social roles, while enacting these roles also enabled managers to avoid the organizational constraints of their employers. Several propositions are advanced on the nature and utility of collective sensing as a key, initiating stage in corporate strategic management.
Original languageEnglish
JournalAcademy of Management Proceedings
Volume2016
Issue number1
DOIs
Publication statusPublished - 30 Nov 2017
Event76th Annual Meeting of the Academy of Management: Making Organisations Meaningful - Anaheim, United States
Duration: 5 Aug 20169 Aug 2016
Conference number: 76
http://my.aom.org/ProgramDocs/2016/pdf/AOM_2016_Annual_Meeting_Program.pdf (Link to Conference Programme)

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Situated cognition
Managers
Plastics
Improvisation
Employers
Top management teams
Strategic management
Corporate strategy

Cite this

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title = "Collective sensing as a source of dynamic managerial capability: A situated cognition approach to identifying superior acquisition opportunities",
abstract = "This paper addresses a core but neglected question in corporate strategy of how unusually high-yielding ({\`O}superior{\'o}) acquisition opportunities may be identified. Drawing on a situated cognition perspective of managerial action, we articulate a process in which the top management team ({\`O}TMT{\'o}) of a UK plastics manufacturer collectively engaged in {\`O}purposive improvisation{\'o} (MacLean, MacIntosh, & Seidl, 2015) to identify superior acquisition opportunities that were {\`O}cognitively distant{\'o} (Gavetti, 2012) to the firm. This process, which we call {\`O}collective sensing{\'o}, is presented within a socially situated space of informal {\`O}get-togethers{\'o} in the acquiring firm wherein reactions to personal ideas for acquisitions that were unknown to the firm were aired and shared among top managers. In get-togethers we suggest how the organizational roles of managers were temporarily put aside in favor of emergent social roles, while enacting these roles also enabled managers to avoid the organizational constraints of their employers. Several propositions are advanced on the nature and utility of collective sensing as a key, initiating stage in corporate strategic management.",
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Collective sensing as a source of dynamic managerial capability : A situated cognition approach to identifying superior acquisition opportunities. / Alshaghroud, Maha; Ng, Wilson.

In: Academy of Management Proceedings, Vol. 2016, No. 1, 30.11.2017.

Research output: Contribution to journalConference article

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