| dc.contributor.author |
Ensley, Michael D |
|
| dc.contributor.author |
Pearce, Craig L |
|
| dc.date.accessioned |
2015-07-29T12:52:16Z |
|
| dc.date.available |
2015-07-29T12:52:16Z |
|
| dc.date.issued |
2001 |
|
| dc.identifier.citation |
Ensley, M. D., & Pearce, C. L. (2001). Shared cognition in top management teams: Implications for new venture performance. Journal of Organizational Behavior, 22(2), 145-160. |
en_US |
| dc.identifier.uri |
http://onlinelibrary.wiley.com/doi/10.1002/job.83/pdf |
|
| dc.identifier.uri |
http://evidence.thinkportal.org/handle/123456789/25706 |
|
| dc.description.abstract |
This paper presents a study of two samples of new venture top management teams from the
inc. 500. The research poses that shared strategic cognition is the outcome of group processes
that occur during the development of strategy. Shared cognition in top management teams
(TMTs) is the extent to which those mental models about strategy are shared. A theoretical
frame is developed that links shared strategic cognition to group process and new venture performance.
The results indicate that the group processes leading to the development of shared
strategic cognition are more important than the outcome of shared strategic cognition in terms
of predicting organizational performance |
en_US |
| dc.publisher |
Journal of Organizational Behavior |
en_US |
| dc.subject |
cognition |
en_US |
| dc.subject |
organisational behaviour |
en_US |
| dc.subject |
management |
en_US |
| dc.title |
Shared cognition in top management teams: implications for new venture performance |
en_US |