Abstract:
Managers draw upon sources of collective knowledge to cognitively represent strategic
issues. It has also be argued that cognition is embedded in social interaction, enabling
managers to recognize of others’ cognitions. In two separate industries, this study found
that the influences upon managers’ mental models of their competitive environment include
industry membership, organizational membership, and management level. The results
indicate further that recognition of others’ mental models may be more pronounced than
cognitive similarity.
