Collective frames of reference, recognition, and managers' mental models of competition: a test in two industries

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.