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Information Gathering and Changes in Threat and Opportunity Perceptions

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  • Marc H. Anderson
  • Mary L. Nichols

Abstract

abstract Managers need to make sense of emerging strategic issues that could significantly impact their businesses. While models of this sensemaking process suggest that information gathering affects interpretations (which affect action and performance), researchers have argued that our understanding of the role of information in changing interpretations is underdeveloped. This paper investigates the role of the time managers spend searching for information and the diversity of the information they find in changing managers’ perceptions that an equivocal, strategic issue represents a threat and opportunity for their businesses. The methodology involves a longitudinal research design in which managers recorded multiple, process‐oriented measures of their information gathering activity. Results suggest that time spent searching for information leads to changes towards seeing the issue as more of a threat, while the diversity of information found leads to changes towards seeing it as less of a threat. We found no effect of information gathering on opportunity perceptions.

Suggested Citation

  • Marc H. Anderson & Mary L. Nichols, 2007. "Information Gathering and Changes in Threat and Opportunity Perceptions," Journal of Management Studies, Wiley Blackwell, vol. 44(3), pages 367-387, May.
    • Handle: RePEc:bla:jomstd:v:44:y:2007:i:3:p:367-387
    DOI: 10.1111/j.1467-6486.2006.00678.x
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    Cited by:

    1. Natalia García-Carbonell & Fernando Martín-Alcázar & Gonzalo Sánchez-Gardey, 2021. "Facing crisis periods: a proposal for an integrative model of environmental scanning and strategic issue diagnosis," Review of Managerial Science, Springer, vol. 15(8), pages 2351-2376, November.
    2. Sze-Sze Wong & Wai Fong Boh, 2014. "The Contingent Effects of Social Network Sparseness and Centrality on Managerial Innovativeness," Journal of Management Studies, Wiley Blackwell, vol. 51(7), pages 1180-1203, November.
    3. Kent D. Miller & Shu-Jou Lin, 2015. "Analogical reasoning for diagnosing strategic issues in dynamic and complex environments," Strategic Management Journal, Wiley Blackwell, vol. 36(13), pages 2000-2020, December.
    4. Villamil, María B. & Alexander, Myles & Silvis, Anne Heinze & Gray, Michael E., 2012. "Producer perceptions and information needs regarding their adoption of bioenergy crops," Renewable and Sustainable Energy Reviews, Elsevier, vol. 16(6), pages 3604-3612.
    5. Shardul Sharad Phadnis & Inga‐Lena Darkow, 2021. "Scenario planning as a strategy process to foster supply chain adaptability: theoretical framework and longitudinal case," Futures & Foresight Science, John Wiley & Sons, vol. 3(2), June.
    6. Parida, Vinit & George, Nerine Mary & Wincent, Joakim, 2018. "Strategic diagnosis of information processing structures and commercialization in new ventures," Journal of Business Research, Elsevier, vol. 85(C), pages 83-90.
    7. Jean-Marie Nkongolo-Bakenda & Elie V. Chrysostome, 2020. "Exploring the organizing and strategic factors of diasporic transnational entrepreneurs in Canada: An empirical study," Journal of International Entrepreneurship, Springer, vol. 18(3), pages 336-372, September.
    8. Christian Falaster & Manuel Portugal Ferreira & Dan Li, 2021. "The influence of generalized and arbitrary institutional inefficiencies on the ownership decision in cross-border acquisitions," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 52(9), pages 1724-1749, December.
    9. Ostmeier, Esther & Strobel, Maria, 2022. "Building skills in the context of digital transformation: How industry digital maturity drives proactive skill development," Journal of Business Research, Elsevier, vol. 139(C), pages 718-730.
    10. de Leeuw, Tim & Gilsing, Victor & Duysters, Geert, 2019. "Greater adaptivity or greater control? Adaptation of IOR portfolios in response to technological change," Research Policy, Elsevier, vol. 48(6), pages 1586-1600.
    11. Paul M. Leonardi & Tsedal B. Neeley & Elizabeth M. Gerber, 2012. "How Managers Use Multiple Media: Discrepant Events, Power, and Timing in Redundant Communication," Organization Science, INFORMS, vol. 23(1), pages 98-117, February.
    12. Caterina Moschieri & Davide Ravasi & Quy Huy, 2024. "Why Do Some Multinational Firms Respond Better Than Others to the Hostility of Host Governments? Proximal Embedding and the Side Effects of Local Partnerships," Journal of Management Studies, Wiley Blackwell, vol. 61(2), pages 627-685, March.
    13. Jeffery S. McMullen & Dean A. Shepherd & Holger Patzelt, 2009. "Managerial (In)attention to Competitive Threats," Journal of Management Studies, Wiley Blackwell, vol. 46(2), pages 157-181, March.

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