Confirmation bias: a boundary condition for dynamic managerial capabilities in the context of strategic change

Cenophat, S. and Adegbile, A. ORCID: 0000-0002-7400-6718, 2021. Confirmation bias: a boundary condition for dynamic managerial capabilities in the context of strategic change. In: T. Bayón, M. Eisend, J. Koch, A. Söllner, M. Vodosek and H.-T. Wagner, eds., Dynamic capabilities and relationships: discourses, concepts, and reflections. Contributions to management science . Cham: Springer Nature Switzerland AG, pp. 53-65. ISBN 9783030831813

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Abstract

In today’s fast-changing environment, achieving sustainable competitive advantage constitutes a major challenge for managers. Research suggests that dynamic managerial capabilities (DMCs) enable managers to overcome this challenge by building, integrating, and reconfiguring organizational resources and competences. While prior studies in this tradition have largely contributed to our understanding of the effectiveness of the DMCs, there is a dearth of research on the implications of managerial cognition, a core factor of DMCs, for such effectiveness. In this chapter, we review evidence from DMC research documenting the impact of managerial cognition, namely confirmation bias, on strategic change. We, then, derive propositions on how confirmation bias can negatively impact sensing, seizing, and reconfiguring that, in turn, may lead to ineffective strategic change. Drawing on these propositions, the current chapter proposes an agenda for further research on the effectiveness of the DMCs.

Item Type: Chapter in book
Creators: Cenophat, S. and Adegbile, A.
Publisher: Springer Nature Switzerland AG
Place of Publication: Cham
Date: 28 October 2021
ISBN: 9783030831813
Identifiers:
NumberType
10.1007/978-3-030-83182-0_4DOI
1496947Other
Divisions: Schools > Nottingham Business School
Record created by: Linda Sullivan
Date Added: 19 Nov 2021 15:43
Last Modified: 19 Nov 2021 15:43
URI: http://irep.ntu.ac.uk/id/eprint/44897

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