TY  - JOUR
U1  - Wissenschaftlicher Artikel
A1  - Leemann, Niklaus
A1  - Kanbach, Dominik K.
T1  - Cognitive biases in resource cognition: evidence from action reserach
JF  - Management Decision
N2  - Purpose
Resource cognition – identifying valuable resources and capabilities and assessing their potential for redeployment – is a pivotal management capability for strategic renewal. This study explores how managerial cognition in this activity may be biased, leading to erroneous results.
Design/methodology/approach
This study employs an action research approach: A full resource cognition project was conducted together with the top management of a case firm, including the CEO and members of the supervisory board.
Findings
Resource cognition may be distorted by four cognitive biases: The insulation bias – tending to keep one’s perspective insularly to the current business; the novelty bias – tending to exclusively focus on innovation and recent achievements; the status quo bias – tending to view opportunities from the current situation and structural set-up; and the scaffolding bias – tending to adopt concepts and examples indiscriminately to the firm.
Originality/value
Active participation in a resource cognition project provided first-hand and insightful practice-based evidence on resource cognition.
KW  - Resource cognition
KW  - Dynamic capabilities
KW  - Managerial cognition
KW  - Managerial cognitive capabilities
KW  - Dynamic managerial capabilities
Y1  - 2023
SN  - 0025-1747
SS  - 0025-1747
U6  - https://doi.org/10.1108/MD-10-2021-1379
DO  - https://doi.org/10.1108/MD-10-2021-1379
VL  - 61
IS  - 9
SP  - 2784
EP  - 2791
ER  -