{"title":"战略研究中的CEO认知","authors":"S. S. Chanda","doi":"10.2139/ssrn.2586215","DOIUrl":null,"url":null,"abstract":"Cognitive considerations arising from the functions of the Chief Executive Officer appear to have been ignored in strategy research. Taking a cue from Freeman’s stakeholder theory, I discuss the constituencies addressed by the CEO in performing his/her job function. I present a set of propositions based on extant research. I endeavor to commence a conversation that ultimately shapes the lines of inquiry regarding the contribution of managerial cognition to strategy.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"76 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2015-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"CEO Cognition in Strategy Research\",\"authors\":\"S. S. Chanda\",\"doi\":\"10.2139/ssrn.2586215\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Cognitive considerations arising from the functions of the Chief Executive Officer appear to have been ignored in strategy research. Taking a cue from Freeman’s stakeholder theory, I discuss the constituencies addressed by the CEO in performing his/her job function. I present a set of propositions based on extant research. I endeavor to commence a conversation that ultimately shapes the lines of inquiry regarding the contribution of managerial cognition to strategy.\",\"PeriodicalId\":174886,\"journal\":{\"name\":\"Strategy & Organizational Behavior eJournal\",\"volume\":\"76 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2015-03-27\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Strategy & Organizational Behavior eJournal\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.2139/ssrn.2586215\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Strategy & Organizational Behavior eJournal","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.2139/ssrn.2586215","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Cognitive considerations arising from the functions of the Chief Executive Officer appear to have been ignored in strategy research. Taking a cue from Freeman’s stakeholder theory, I discuss the constituencies addressed by the CEO in performing his/her job function. I present a set of propositions based on extant research. I endeavor to commence a conversation that ultimately shapes the lines of inquiry regarding the contribution of managerial cognition to strategy.
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