Index
ISBN: 978-1-78769-432-3, eISBN: 978-1-78769-431-6
ISSN: 2397-5210
Publication date: 27 November 2018
This content is currently only available as a PDF
Citation
(2018), "Index", Sund, K.J., Galavan, R.J. and Brusoni, S. (Ed.) Cognition and Innovation (New Horizons in Managerial and Organizational Cognition, Vol. 3), Emerald Publishing Limited, Leeds, pp. 217-221. https://doi.org/10.1108/978-1-78769-431-620181010
Publisher
:Emerald Publishing Limited
Copyright © 2018 Emerald Publishing Limited
INDEX
ABV.
, see attention-based view (ABV)
active contestation,
, 31–32
adoption,
, 48–49., see also innovation adoption and implementation
agility
, 126–129, 134–136
ambiguous
, 50, 53, 73, 76, 82, 98, 159, 188
ambivalence
, 130–131, 133, 135, 136
asymmetric learning
, 111–112
attention-based view (ABV)
, 74, 76–81, 89
biases
, 3
bisociative thinking
, 103, 110
bounded rationality
, 77
business model (BM)
, 14–16, 19
business model innovation (BMI)
, 14–15
case study
, 18–20, 39, 109, 144, 154, 155, 163–165
causal mapping
, 2
CATA.
, see computer-aided text analysis (CATA)
charismatic leadership
, 162–168
cloud computing
, 15, 19
cognition
framework
, 5–6
and innovation
, 3–5
power asymmetry
, 130–132
shared
, 176, 177
cognitive cycles
displacement
, 57–59
formalizing
, 62–64
normalizing
, 60–62
sensing
, 59–60
cognitive
mechanisms
, 133
process
, 96, 97, 100–112, 116–119
psychology
, 17, 47, 99, 107
research approach
, 99–100
computer-aided text analysis (CATA)
, 74, 82, 85, 88, 89
complexity
, 30, 46, 48, 49, 64–66, 83, 99, 126, 136, 166
consensus
, 184, 195, 200
continuous change
, 75
convergent thinking
, 110–112, 115–118
creativity
, 97, 104, 110–111, 115, 117, 120
creative thinking
, 110–111
customer relationship management (CRM)
, 19
demand-pull
, 72–74, 85–87
diffusion
, 6, 46–49, 52, 53, 66
dilemma
, 7, 14, 58, 59, 66, 177–200
displacement, cognitive cycles
, 57–59
distributed leadership
, 163
disruptive innovation
, 4, 75, 76
divergent thinking
, 103, 110, 112, 114–118
duties
, 178, 181, 188
economic value
, 98–99
ecosystem
, 16
efficiency
, 127
electronic medicine chart technology (EMEDs)
, 47–48, 51–54, 57–63, 65, 67
EMEDs Project Board (EPB)
, 52
entrepreneurial cognition
, 97, 99, 107
entrepreneurial opportunity (EO)
, 97–100
entrepreneurial opportunity identification (EOI)
, 97–117
EPB.
, see EMEDs Project Board (EPB)
ethical
boundaries
, 178, 179, 182–189, 198
conflict
, 177, 178
ethics
formal organization and practice
boundaries
, 182–186
practice-based
, 177, 178, 194
rule-based
, 180–182
virtue
, 184, 185, 187, 188, 200
extensiveness
, 127
fairness
, 178, 180–182, 186, 189
fixed-effects models
, 87
formalization
, 46
formal organization
, 177–180, 189–191, 195, 197–200
ethics in
, 180–186
moral dilemmas
, 186–189
and practices
, 178–179
framing
business model innovation and
, 17–18
frames and
, 50
sensemaking and
, 50
sequences
, 37–39
governance
, 51, 64, 81, 89, 143, 167
grounded theory
, 47, 53, 149
healthcare
, 46
heuristic thinking
, 108, 109, 113, 116
Heuristically Programmed Algorithmic Computer (HAL)
, 201n3
high-power developers
, 131–132
high reliability organizations
, 46
hospital management
, 182
idea generation
, 4, 103, 111
incremental innovation
, 72, 75, 78
information processing approach
, 107–109
information systems design innovation
, 180, 193–197, 199
information technology (IT)
, 126–127
initial public offering (IPO)
, 32–33
innovation
activity
, 72, 77, 78, 81
capability
, 126, 135
cognition and
, 3–5
framework
, 5–6
information systems design
, 180, 193–197, 199
information technology (IT)
, 126–127
outcome
, 76–78
potential
, 98, 99, 118
innovation adoption and implementation
, 46–49
socio-cognition
, 49–50
innovativeness
, 4, 15, 98, 111–113, 117
quantifying
, 89
interactive framing
, 6, 47
IPO.
, see initial public offering (IPO)
joint laboratories.
, see university-industry joint laboratories (UIJLs)
Joint Open Laboratories (JOLs)
, 154, 155, 160
judgement
, 130
knowledge-based view
, 2
knowledge structure(s)
, 2, 50, 99, 108, 143
knowledge transfer
, 143
leadership
, 30–31, 146, 153, 159, 162–165
learning
asymmetric
, 111–112
reflective
, 112, 131
literature analysis, EOI
, 100–104, 113–115
managerial and organizational cognition (MOC)
, 2, 7, 17
managers
, 143–144, 164–166.
matrix structures
, 136
MEDCO
, 51, 53, 57, 60
media reaction excerpts, salesforce framing and
, 26–27
mental maps
, 2
micro foundations
, 2, 4, 142, 166
micro-processes of opportunity identification
, 116–117
moral dilemmas
, 178–180, 178–181, 183, 185–186, 198–200
caring and ruling
, 189–193
formal organization and practice
, 186–189
information systems design
, 193–197
morality
, 185, 187
motivation
, 37, 119, 146, 155, 162, 167, 184, 185
normalizing
, 60–62
novelty
, 3–4, 14, 16, 19, 98, 102, 105, 118
Nvivo software
, 168n1
open innovation
, 144, 154, 167–168
opportunity identification.
, see entrepreneurial opportunity identification (EOI)
paradoxical leadership
, 132–134
pattern recognition
, 101, 105–107
performative power
, 15, 36–37
politics
, 79, 129
power
, 7, 15–39, 128–136, 153, 164, 185, 192, 193, 195, 200
power asymmetry
, 128–130
cognition
, 130–132
practice turn
, 176–178., see also formal organization
procedural justice
, 180–182, 185–186
product innovation.
, see demand-pull attention and radical product innovation
product owner (PO)
, 128, 134–136
radical innovation
, 72–80, 84, 85, 88, 89
radical product innovation
, 7, 74, 76–89
repertory grid analysis
, 2
rights
, 146, 178, 181, 187, 192
risk
, 51, 72, 75, 78–81, 89, 115, 181, 194
rule-based ethics
, 180–182
schema
, 2, 49, 50, 66, 107–108
scrum master (SM)
, 128, 135–136
SDTs.
, see software development teams (SDTs)
sensemaking
, 6–7, 47, 49–51, 66
sensegiving
, 159–162
Siebel
, 20, 28–38
similarity–intensity model
, 131
simultaneous membership
, 183
socialized norms
, 49
social
practice
, 177
process
, 6, 16, 49
system
, 48
socio-cognitive model
, 63–64
socio-cognitive process
, 6, 49–50
sociological perspective
, 49
software
, 19, 26–32, 34–36, 38, 126–135, 185, 188, 189, 192
software as a service (SaaS)
, 28, 36, 38
software development teams (SDTs)
, 126–132., see also agility in software
stakeholders
, 14–18, 29, 35–38, 47, 64, 89, 128, 132, 144, 192, 195, 196
strategic decision(s)
, 2, 76–79, 117, 142, 143, 187, 194
structural alignment theory
, 106
superficial alignments
, 106
technology-push approach
, 75–76
Telecom Italia (TIM)
, 144, 155
UIC.
, see university-industry collaborations (UIC)
UIJLs.
, see university-industry joint laboratories (UIJLs)
uncertain
, 17, 75, 78, 98, 159
uncertainty
, 2, 17, 18, 59, 72, 75, 78, 98
university–industry collaborations (UIC)
, 142–144
leadership and decision making
, 146, 153, 159–165
university–industry joint laboratories (UIJLs)
, 143–152, 154, 155, 165
value proposition
, 14, 77
verbal protocol analysis and textual analysis
, 106
virtue ethics
, 185
- Prelims
- Chapter 1 Cognition and Innovation: A Framework and Invitation to Explore
- Chapter 2 The Performative Power of Words: How Business Model Innovators use Framing for Strategic Advantage
- Chapter 3 A Socio-Cognitive Model of Innovation Adoption and Implementation
- Chapter 4 The Relationship Between Demand–Pull Attention and Radical Product Innovation: Evidence through Computer-Aided Text Analysis
- Chapter 5 Cognitive Processes of Entrepreneurial Opportunity Identification: Toward A Holistic Understanding of the Micro-Mechanisms
- Chapter 6 The Role of Power Asymmetry and Paradoxical Leadership in Software Development Team Agility
- Chapter 7 Exploring the Organization of University–Industry Joint Laboratories: A Leadership Perspective
- Chapter 8 The Moral Dilemma of Caring Versus Ruling: An Examination of the Ethical Turn in Practices
- Author Biographies
- Index