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Microfoundations of sensing capabilities: From managerial cognition to team behavior
1HEC Montréal, Canada.
Strategic Organization
|May 19, 2025
Summary
High-construal managers enhance environmental scanning, fostering dynamic capabilities. Organizational design and team interdependence shape how this individual behavior scales to collective sensing for competitive advantage.
Area of Science:
- Organizational Behavior
- Strategic Management
- Cognitive Science
Background:
- Environmental scanning is crucial for firms to identify opportunities and threats, supporting dynamic capabilities and sustained competitiveness.
- Dynamic managerial capabilities, focusing on cognitive antecedents, have been a significant area of theoretical development.
- Existing research often overlooks the mechanisms through which individual managerial cognition translates into collective organizational capabilities.
Purpose of the Study:
- To propose and test a novel mechanism linking managerial cognition to collective sensing capabilities.
- To investigate the role of organizational design, specifically task-related interdependence, in moderating this relationship.
- To explore how individual environmental scanning behavior scales to the team level.
Main Methods:
- Utilized multiple-source, time-lagged data from 88 managers and their respective teams.
- Employed quantitative analysis to examine the proposed theoretical model.
- Measured managerial construal levels, environmental scanning frequency, team modeling, and task-related interdependence.
Main Results:
- Confirmed that high-construal managers engage in more extensive environmental scanning compared to low-construal managers.
- Found that team members tend to model the environmental scanning behavior of their managers over time.
- Demonstrated that low task-related interdependence among managers reverses the positive relationship between high construal and scanning behavior.
Conclusions:
- Managerial cognition, particularly high construal, can scale to collective sensing capabilities through behavioral modeling within teams.
- Organizational design, specifically the degree of interdependence between managers, significantly influences the effectiveness of this scaling process.
- Findings offer critical implications for both strategic management theory and practical organizational design to enhance sensing capabilities.
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