Auszug
Kognitive Trägheit beschreibt die Unfähigkeit von Top- Managern, auf Veränderungen der Unternehmensumwelt durch eine entsprechende Anpassung und Aktualisierung ihrer strategischen Schemata zu reagieren (Hodgkinson 1997; Hodgkinson/Wright 2002; Reger/Palmer 1996). Empirische Forschungsergebnisse zeigen, dass kognitive Trägheit organisationales Handeln verzögern und zu geringerer organisationaler Leistung führen kann (Barr 1998; Barr/Huff 1997; Barr/Stimpert/Huff 1992; Sull 1999; Tripsas/Gavetti 2000). Diese Studien belegen zwar die Auswirkungen kognitiver Trägheit, bieten jedoch wenig Einblick in die Prozesse und Determinanten, die zu kognitiver Trägheit führen, d. h. warum und unter welchen Umständen Top Manager nicht in der Lage sind, ihre strategischen Schemata an die sich verändernde Umwelt anzupassen. Darüber hinaus offerieren sie kaum Empfehlungen, mit welchen Fähigkeiten und Methoden Top-Manager kognitiver Trägheit vorbeugen oder sie überwinden können.
Überarbeitete und erweiterte Zusammenfassung des Beitrags „Using reflective sensemaking to prevent cognitive inertia“, der im 3. Band des Jahrbuchs „Strategisches Kompetenz-Management“ 2008/09 erscheint.
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Frost, J., Westermayer, T. (2008). Reflexives Sensemaking zur Überwindung kognitiver Trägheit (Abstract). In: Eisenkopf, A., Opitz, C., Proff, H. (eds) Strategisches Kompetenz-Management in der Betriebswirtschaftslehre. Gabler. https://doi.org/10.1007/978-3-8350-5570-4_6
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