Psychological Foundations Of Dynamic Capabilities: Reflexion And Reflection In Strategic Management Gerard P. Hodgkinson & Mark P. Healey
This article is mainly discuss about the decision-making paradigm on dynamic capabilities development. Decision-making paradigm is a product of a marriage between cognitive psychology and economics. Writers were demonstrated that the extant literature on the psychology of strategic management, yet its economics-based counterpart, has emphasized the behavioral and cognitive aspects of strategy formulation and implementation at the expense of emotional and affective ones. The analysis lied on Teece’s (2007) framework which posited three generic, behaviorally based dynamic capabilities as the foundations of the evolutionary and economic fitness of the enterprise, those generics were Sensing, Seizing, and Reconfiguring. The framework also add reflexive and reflective system as the work of social cognitive neuroscience. Reflexive system is a more automatic and basic affective forms of social cognition, such as implicit stereotyping, automatic categorization, and emphathizing with others. Reflective stsrem is a more controlled system underspins higher forms of cognition, such as logical reasoning, planning, and hypothetically thinking. 1. Sensing Opportunities and Threats Sensing requires searching and exploring markets and technologies both local and distal from the organization. Sensing capabilities are including : (1) ability to update decision makers’ mental representations in response to changes in the external environment. (2) ability to recognize affective signals and utilize affect as information. (3) meta-cognitive capabilities, or the abilities to develop self awareness of, and to regulate, cognitive and emotional processes. (4) The development of psychologically secure learning climate. These were suggest following prepositions :
Preposition 1 : Organizations that rely on ‘hot... [continues]
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