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Cognitive complexity implications for research on sustainable competitive advantage

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  • Cheng, Shu-Ling
  • Chang, Hae-Ching

Abstract

Cognitive complexity of top managers gains increasing attention in the management field. Performance implication of cognitive complexity is an important one. This article clarifies several of the original points to reply to Huang's commentary. In particular, we comment on some issues of testability and measurement of cognitive complexity and internal/external related dimensions.

Suggested Citation

  • Cheng, Shu-Ling & Chang, Hae-Ching, 2010. "Cognitive complexity implications for research on sustainable competitive advantage," Journal of Business Research, Elsevier, vol. 63(1), pages 67-70, January.
    • Handle: RePEc:eee:jbrese:v:63:y:2010:i:1:p:67-70
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    2. Wood, Van R. & Karriker, Joy H. & Williams, Larry J., 2010. "Evaluating export markets: Experienced exporters' hierarchical cognitive structures," Journal of Business Research, Elsevier, vol. 63(12), pages 1261-1266, December.
    3. Chan, Kai-Ying & Oerlemans, Leon A.G. & Volschenk, Jako, 2015. "On the construct validity of measures of willingness to pay for green electricity: Evidence from a South African case," Applied Energy, Elsevier, vol. 160(C), pages 321-328.

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