Amor à primeira vista (parte II)

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"Understanding why some firms and not others adopt strategies ultimately associated with competitive success is of central importance to strategy scholars. In addressing one aspect of this issue, research examining the role of managerial cognition has shown that managerial mental models are a critical determinant of strategic choices." (Moi ici: Partilho desta corrente. O meu contacto com as empresas, com os empresários e com os gestores, reforçou em mim, ao longo dos anos, a crença de que o fundamental para explicar a variabilidade, a distribuição de produtividades das empresas dentro de um sector de actividade, está nos modelos mentais de quem comanda ou gere)
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"Managerial mental models are simplified knowledge structures or cognitive representations about how the business environment works. There is substantial evidence that mental models influence decision making through managers' efforts to match strategic choices to their understanding of the business environment." (Moi ici: O "perigo" que isto representa num mundo carregado de amadores a jogar bilhar... ou vantagem para quem percebe de relações de causa-efeito... bom para batoteiros!!!)
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"An alternative possibility is that complexity, uncertainty, and change in business environments overwhelm managers' capacity to take advantage of any richer understanding about the situation. Under such circumstances, competitive advantage would be driven by initial conditions, random environmental shocks, and lucky managerial responses rather than the result of accurate mental models underpinning managerial foresight or strategic insights.
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We also investigate the impact of partial knowledge - in contrast to accurate mental models of the complete business environment - on performance outcomes. Recent simulation-based research suggests that even partial knowledge of the business environment may dramatically improve performance." (Moi ici: A coisa promete)
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Trechos retirados de "Mental Models, Decision Rules, and Performance Heterogeneity" de Michael Shayne Gary e Robert E. Wood, publicado no número de Junho de 2011 da revista Strategic Management Journal.
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