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Cognition in organizational analysis: who's minding the store?

Author: Schneider, Susan C. ; Angelmar, ReinhardINSEAD Area: Organisational BehaviourIn: Organization Studies, vol. 14, no. 3, 1993 Language: EnglishDescription: p. 347-374.Type of document: INSEAD ArticleNote: Please ask the Library for this articleAbstract: Research on cognition in organizations has focused primarily on managers and how they think while performing a variety of managerial tasks. This approach limits our understanding of cognition at the collective level and the interactive effects across levels of analysis. We propose a framework of cognition - based on structure, process, and style - which can be applied to the individual, group and organizational levels of analysis. By mapping the territory, we observe certain well-travelled routes, while other terrain remains relatively unexplored. This map also identifies theoretical and methodological road blocks which suggests a number of future research directions
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Research on cognition in organizations has focused primarily on managers and how they think while performing a variety of managerial tasks. This approach limits our understanding of cognition at the collective level and the interactive effects across levels of analysis. We propose a framework of cognition - based on structure, process, and style - which can be applied to the individual, group and organizational levels of analysis. By mapping the territory, we observe certain well-travelled routes, while other terrain remains relatively unexplored. This map also identifies theoretical and methodological road blocks which suggests a number of future research directions

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