Kristian J. Sund – författare

This book explores the methodological frontiers of managerial andorganizational cognition (MOC), an exciting and diverse interdisciplinary bodyof work that began with the publication in 1958 of JamesG. March and Herbert A. Simon’s classic work Organizations. Enteringits fourth decade, the field gained significant momentum following the appearance of Anne S. Huff’s (1990) book Mapping Strategic Thought, whichexplored the (then) methodological frontiers of MOC. The world has changed since then and so, too, have the methods available to MOC researchers; it is timely, therefore, to examine theextent to which the methods that were foundational to the development of MOC arestill fit for purpose.

Taking stock of MOC’s many methodological accomplishments, the thought-provokingchapters comprising this second volume of the New Horizons in Managerial and Organizational Cognition book seriesset the agenda for the next phase of the field’s development.

This book explores the methodological frontiers of managerial andorganizational cognition (MOC), an exciting and diverse interdisciplinary bodyof work that began with the publication in 1958 of JamesG. March and Herbert A. Simon’s classic work Organizations. Enteringits fourth decade, the field gained significant momentum following the appearance of Anne S. Huff’s (1990) book Mapping Strategic Thought, whichexplored the (then) methodological frontiers of MOC. The world has changed since then and so, too, have the methods available to MOC researchers; it is timely, therefore, to examine theextent to which the methods that were foundational to the development of MOC arestill fit for purpose.

Taking stock of MOC’s many methodological accomplishments, the thought-provokingchapters comprising this second volume of the New Horizons in Managerial and Organizational Cognition book seriesset the agenda for the next phase of the field’s development.

The broad field of managerial and organizational cognition (MOC) has diversified over the years. Where early studies of MOC focused on theories of rational conscious thought, illustrated for example by schema theory, over the years we have seen explorations of unconscious processing, heuristics and cognitive biases, along with emotions, identity, and the ''darker'' sides of cognition.

Thinking About Cognition takes stock by reflecting on the frontiers of the field and addressing the future beyond our current state-of-the-art. The result is a collection of papers reflects emerging research in the field of cognition and considers developments in mindfulness, networked societies, neuropsychology, identity theory, team cognition, decision making, distant futures, cultural and ethnic backgrounds, change, and agency.

This fifth anniversary volume of New Horizons in Managerial and Organizational Cognition comprises of a collection of contributions that discuss frontiers of MOC research, address the challenges we face, inspire other scholars, and provide guidance on how to proceed.

The broad field of managerial and organizational cognition (MOC) has diversified over the years. Where early studies of MOC focused on theories of rational conscious thought, illustrated for example by schema theory, over the years we have seen explorations of unconscious processing, heuristics and cognitive biases, along with emotions, identity, and the ''darker'' sides of cognition.

Thinking About Cognition takes stock by reflecting on the frontiers of the field and addressing the future beyond our current state-of-the-art. The result is a collection of papers reflects emerging research in the field of cognition and considers developments in mindfulness, networked societies, neuropsychology, identity theory, team cognition, decision making, distant futures, cultural and ethnic backgrounds, change, and agency.

This fifth anniversary volume of New Horizons in Managerial and Organizational Cognition comprises of a collection of contributions that discuss frontiers of MOC research, address the challenges we face, inspire other scholars, and provide guidance on how to proceed.

Strategy research and practice has a long tradition of using frameworks, models, tools, and processes to describe, and guide the strategy work of managers. These are the cognitive aids that guide cognition, i.e., the way managers make sense of the world. Why, and how, do these tools interact with cognition?

The sixth volume in the New Horizons in Managerial and Organizational Cognition series examines cognitive aids in strategy. Cognitive aids of strategy have a profound impact on the way managers learn about, conceptualize, share, and enact strategy and strategies in their organizations, yet these aids are often presented without reference to the underlying cognitive theory that might explain why the aid is useful.

Cognitive Aids in Strategy brings together contributions by twelve strategy scholars, reflecting on a range of cognitive aids and their theoretical foundations, focusing attention on the importance of cognitive aids in strategy, and inspiring further research. It represents a new horizon for the study of managerial and organizational cognition.

Strategy research and practice has a long tradition of using frameworks, models, tools, and processes to describe, and guide the strategy work of managers. These are the cognitive aids that guide cognition, i.e., the way managers make sense of the world. Why, and how, do these tools interact with cognition?

The sixth volume in the New Horizons in Managerial and Organizational Cognition series examines cognitive aids in strategy. Cognitive aids of strategy have a profound impact on the way managers learn about, conceptualize, share, and enact strategy and strategies in their organizations, yet these aids are often presented without reference to the underlying cognitive theory that might explain why the aid is useful.

Cognitive Aids in Strategy brings together contributions by twelve strategy scholars, reflecting on a range of cognitive aids and their theoretical foundations, focusing attention on the importance of cognitive aids in strategy, and inspiring further research. It represents a new horizon for the study of managerial and organizational cognition.

This book discusses reliability and other related issues, such as reporting and decision-making, pertinent to sustainability and corporate responsibility reporting practices. Investors, governments, and NGOs expect businesses to report their environmental and social performance. This information is used to legislate, regulate industries, and guide the investment of billions of dollars through pensions and mutual funds. But can we trust these measurements? In order to answer this question, the editors and contributors, all academic thought leaders from a variety of fields, offer a set of reflections on problems that various stakeholders might be exposed to. These problems are mainly due to a lack of standardized reporting practices and guidelines, and inconsistencies in measurements used for the valuation of corporate sustainability performance indicators. This book is of great interest to students, scholars, and stakeholders to help comprehend the importance of accounting on sustainability practices for decision-making and measures therein, but also the reliability risks involved in these measurements. Thus, it moves away from simply pushing for more sustainability reporting towards a more critical discussion of measurement issues and potential consequences of the aforementioned problems to different fields such as finance, marketing, or strategy.