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CEOs' managerial cognition and dynamic capabilities: a meta-analytical study from the microfoundations approach

Published online by Cambridge University Press:  12 May 2022

William Fernando Durán Open the ORCID record for William Fernando Durán [Opens in a new window]  and
David Aguado Open the ORCID record for David Aguado [Opens in a new window]
William Fernando Durán*
Affiliation:
Department of Business Administration, Pontificia Universidad Javeriana, Cra 7 No. 40 B – 36 Piso 4, Bogotá, DC, Colombia Autonomous University of Madrid, Madrid, Spain
David Aguado
Affiliation:
Department of Social Psychology and Methodology & Research, Center for Organizational Effectiveness – TalentoUAM, Autonomous University of Madrid, Madrid, Spain
*
*Corresponding to author: E-mail: [email protected], [email protected]
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Abstract

Microfoundations allow the unpacking of processes by which dynamic capabilities are created. Along this line, managerial cognition has been proposed as a variable related to the dynamic capabilities. However, the high number of cognitive variables reported hinders the theoretical contributions. Thus, this study classifies the managerial cognitive variables of chief executive officers (CEOs) into three types of dynamic managerial capabilities: (1) managerial sensing, (2) managerial seizing, and (3) managerial reconfiguration. We estimate the correlation of these managerial capabilities with firms' dynamic capabilities. We use a three-level random effects model to synthesize 101 correlations reported from 2007 to 2021, representing 6,153 CEOs around the world. This meta-analysis reveals a positive relationship between CEOs' managerial cognition and dynamic capabilities, especially with respect to those cognitive variables that support managerial sensing as the perception of opportunities and entrepreneurial alertness.

Keywords

Dynamic capabilitiesdynamic managerial capabilitiesmanagerial cognitionmeta-analysismicrofoundations
Type
Research Article
Information
Journal of Management & Organization , Volume 28 , Special Issue 3: Dynamic Capabilities: New Ideas , May 2022 , pp. 451 - 479
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2022

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