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Managerial Collective Cognitions: An Examination of Similarities and Differences of Cultural Orientations

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  • Beverly B. Tyler
  • Devi R. Gnyawali

Abstract

abstract Using the context of market orientation, we examine how an exemplary business's market orientation culture is reflected in managers' mental models, evaluate how mental models and perceived behaviours differ across hierarchical levels and functions, and compare the cognitive values and beliefs or the cognitive aspects of market orientation culture with behavioural aspects. Results from a rich, multi‐method, case study suggest that while managers in the business share core beliefs regarding the customer dimension of market orientation, their beliefs regarding competitors, technology and inter‐functional coordination dimensions vary widely across the levels and functions of the business. We found differences in terms of both the integration between the four dimensions of market orientation and the depth of knowledge within the dimensions. Our findings reveal that customer rather than competitor beliefs are the most important commonly shared beliefs in successful companies, leading us to encourage cognitive researchers to move beyond competitor analysis when examining managerial cognition. Another implication for future research is that a strong market orientation implies common core beliefs regarding customer dimensions but does not imply that all beliefs will be or should be shared. From the methodological standpoint, we find that cognitive mapping techniques provide rich insights into a business's market orientation culture that are not gained from behavioural methods alone.

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  • Beverly B. Tyler & Devi R. Gnyawali, 2009. "Managerial Collective Cognitions: An Examination of Similarities and Differences of Cultural Orientations," Journal of Management Studies, Wiley Blackwell, vol. 46(1), pages 93-126, January.
    • Handle: RePEc:bla:jomstd:v:46:y:2009:i:1:p:93-126
    DOI: 10.1111/j.1467-6486.2008.00795.x
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    3. Song Wang & Bowen Dong & Steven X. Si & Junsheng Dou, 2017. "When it rains, it pours: A triple-pathway model of collective turnover based on causal mapping analysis," Asia Pacific Journal of Management, Springer, vol. 34(2), pages 461-486, June.
    4. Schaffernicht, Martin F.G. & Groesser, Stefan N., 2014. "The SEXTANT software: A tool for automating the comparative analysis of mental models of dynamic systems," European Journal of Operational Research, Elsevier, vol. 238(2), pages 566-578.
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    6. Schaffernicht, Martin & Groesser, Stefan N., 2011. "A comprehensive method for comparing mental models of dynamic systems," European Journal of Operational Research, Elsevier, vol. 210(1), pages 57-67, April.

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