Managerial cognition and dominant logic in innovation management: empirical study in media industry

Abstract

Increasing number of innovation and organisational researchers have suggested more emphasis on socio-psychological aspects of innovation and management processes such as managerial attitudes and beliefs, sense-making capabilities, and individual and shared representations affecting organisational management processes. Researchers have become increasingly interested in cognitive drivers of innovation management. It has argued that innovation is a socio-cognitive process involving social as well as cognitive aspects, including an interactive motivated social context (e.g., firm) and representations of knowledge of external reality (i.e., shared cognitions). Shared cognitive maps of the management store the dominant logic of the firm that channels attention to organisational activities, e.g., innovation activities, and shape the strategy of the firm. The main argument of the study is that the dominant logic and innovation activities do not have a direct independent impact on business performance, but their interaction has. The problem is approached by taking the relationship between the firm's dominant logic and innovation activities and further effects on innovation outcomes under scrutiny among the media industry firms.