• 主题
高级搜索  >
历史搜索 清空历史
首页> 外文期刊>Strategic Management Journal >Frame flexibility: The role of cognitive and emotional framing in innovation adoption by incumbent firms
【24h】

Frame flexibility: The role of cognitive and emotional framing in innovation adoption by incumbent firms

机译：框架灵活性：认知和情感框架在现任公司采用创新的作用

获取原文
获取原文并翻译 | 示例
           
页面导航
  • 摘要
  • 著录项
  • 相似文献
  • 相关主题

摘要

Research SummaryWhy do incumbent firms frequently reject nonincremental innovations? Beyond technical, structural, or economic factors, we propose an additional factor: the degree of the top management team's (TMT) frame flexibility, i.e., their capability to cognitively expand an innovation's categorical boundaries and to cast the innovation as emotionally resonant with the organization's identity, competencies, and competitive boundaries. We argue that inertial forces generally constrict how TMTs perceive innovations, but that frame flexibility can overcome these constraints, increasing the likelihood of adoption and broadening the organization's innovation practices. We advance a theoretical model that relaxes the assumption that cognitive frames are static, showing how they become flexible via categorical positioning, and introduce a role for emotional frames that appeal to organizational members' sentiments and aspirations in innovation adoption.Managerial SummaryConfronting a technological change is one of the most difficult challenges facing any incumbent firm. Technological transitions create pressure for leaders to reframe their mental models while continuing to develop existing capabilities and product category variants. Yet at key junctures in a product class and during technological change, a concrete definition of the firm's innovation boundaries and identity hold a firm hostage to its past. We show how a flexible cognitive framecoupled with emotional framinghelps leaders and organization members become emotionally engaged in transformation efforts and, in turn, learn about executing nonincremental innovation over time. At technological transitions, perhaps there is no more important role for leaders than to expand their cognitive frames and to infuse these expanded frames with emotion.
机译：研究摘要为什么现任公司经常拒绝非拒绝创新？超越技术，结构或经济因素，我们提出了一个额外的因素：最高管理团队（TMT）框架灵活性的程度，即他们认知地扩展创新的分类边界的能力，并将创新作为情绪激励，与本组织的情绪共鸣施展身份，能力和竞争界限。我们认为惯性力量通常会限制TMTS如何感知创新，但框架灵活性可以克服这些限制，增加采用和扩大组织的创新实践的可能性。我们推进了一个理论模型，放松认知帧是静态的假设，展示了它们通过分类定位如何变得灵活，并对吸引组织成员的情绪和创新采用的愿望来引入情绪框架的作用。管理员汇总技术变革任何现任公司面临的最困难的挑战之一。技术过渡为领导者创造了压力，以重新制定精神模型，同时继续开发现有的能力和产品类别变体。然而，在产品阶级和技术变革期间的关键时刻，该公司的创新界限和身份的具体定义使其成为过去的坚实宗旨。我们展示了一种灵活的认知与情感框架领导者和组织成员的灵活认知如何成为情感地从事转型努力，并反过来了解随着时间的推移执行非基因创新。在技​​术过渡，也许对领导者没有比扩大他们的认知框架并用情绪缩小这些扩展框架的重要作用。

著录项

相似文献

  • 外文文献
  • 中文文献
  • 专利
获取原文

客服邮箱：kefu@zhangqiaokeyan.com

京公网安备：11010802029741号 ICP备案号：京ICP备15016152号-6 六维联合信息科技 (北京) 有限公司©版权所有

  • 客服微信

  • 服务号