Cognitive Frames in Corporate Sustainability : Managerial Sensemaking with Paradoxical and Business Case Frames. / Hahn, Tobias; Preuss, Lutz; Pinkse, Jonatan; Figge, Frank.

In: Academy of Management Review, Vol. 39, No. 4, 08.10.2014, p. 463-487.

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Cognitive Frames in Corporate Sustainability : Managerial Sensemaking with Paradoxical and Business Case Frames. / Hahn, Tobias; Preuss, Lutz; Pinkse, Jonatan; Figge, Frank.

In: Academy of Management Review, Vol. 39, No. 4, 08.10.2014, p. 463-487.

Research output: Contribution to journalArticlepeer-review

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Hahn, Tobias ; Preuss, Lutz ; Pinkse, Jonatan ; Figge, Frank. / Cognitive Frames in Corporate Sustainability : Managerial Sensemaking with Paradoxical and Business Case Frames. In: Academy of Management Review. 2014 ; Vol. 39, No. 4. pp. 463-487.

BibTeX

@article{6ee4876b3e1a449c9baa0eee3512bbe9,
title = "Cognitive Frames in Corporate Sustainability: Managerial Sensemaking with Paradoxical and Business Case Frames",
abstract = "Corporate sustainability confronts managers with tensions between complex economic, environmental, and social issues. Drawing on the literature on managerial cognition, corporate sustainability, and strategic paradoxes, we develop a cognitive framing perspective on corporate sustainability. We propose two cognitive frames—a business case frame and a paradoxical frame—and explore how differences between them in cognitive content and structure influence the three stages of the sensemaking process—that is, managerial scanning, interpreting, and responding with regard to sustainability issues. We explain how the two frames lead to differences in the breadth and depth of scanning, differences in issue interpretations in terms of sense of control and issue valence, and different types of responses that managers consider with regard to sustainability issues. By considering alternative cognitive frames, our argument contributes to a better understanding of managerial decision making regarding ambiguous sustainability issues, and it develops the underlying cognitive determinants of the stance that managers adopt on sustainability issues. This argument offers a cognitive explanation for why managers rarely push for radical change when faced with complex and ambiguous issues, such as sustainability, that are characterized by conflicting yet interrelated aspects.",
author = "Tobias Hahn and Lutz Preuss and Jonatan Pinkse and Frank Figge",
year = "2014",
month = oct,
day = "8",
doi = "10.5465/amr.2012.0341",
language = "English",
volume = "39",
pages = "463--487",
journal = "Academy of Management Review",
issn = "0363-7425",
publisher = "Academy of Management",
number = "4",

}

RIS

TY - JOUR

T1 - Cognitive Frames in Corporate Sustainability

T2 - Managerial Sensemaking with Paradoxical and Business Case Frames

AU - Hahn, Tobias

AU - Preuss, Lutz

AU - Pinkse, Jonatan

AU - Figge, Frank

PY - 2014/10/8

Y1 - 2014/10/8

N2 - Corporate sustainability confronts managers with tensions between complex economic, environmental, and social issues. Drawing on the literature on managerial cognition, corporate sustainability, and strategic paradoxes, we develop a cognitive framing perspective on corporate sustainability. We propose two cognitive frames—a business case frame and a paradoxical frame—and explore how differences between them in cognitive content and structure influence the three stages of the sensemaking process—that is, managerial scanning, interpreting, and responding with regard to sustainability issues. We explain how the two frames lead to differences in the breadth and depth of scanning, differences in issue interpretations in terms of sense of control and issue valence, and different types of responses that managers consider with regard to sustainability issues. By considering alternative cognitive frames, our argument contributes to a better understanding of managerial decision making regarding ambiguous sustainability issues, and it develops the underlying cognitive determinants of the stance that managers adopt on sustainability issues. This argument offers a cognitive explanation for why managers rarely push for radical change when faced with complex and ambiguous issues, such as sustainability, that are characterized by conflicting yet interrelated aspects.

AB - Corporate sustainability confronts managers with tensions between complex economic, environmental, and social issues. Drawing on the literature on managerial cognition, corporate sustainability, and strategic paradoxes, we develop a cognitive framing perspective on corporate sustainability. We propose two cognitive frames—a business case frame and a paradoxical frame—and explore how differences between them in cognitive content and structure influence the three stages of the sensemaking process—that is, managerial scanning, interpreting, and responding with regard to sustainability issues. We explain how the two frames lead to differences in the breadth and depth of scanning, differences in issue interpretations in terms of sense of control and issue valence, and different types of responses that managers consider with regard to sustainability issues. By considering alternative cognitive frames, our argument contributes to a better understanding of managerial decision making regarding ambiguous sustainability issues, and it develops the underlying cognitive determinants of the stance that managers adopt on sustainability issues. This argument offers a cognitive explanation for why managers rarely push for radical change when faced with complex and ambiguous issues, such as sustainability, that are characterized by conflicting yet interrelated aspects.

U2 - 10.5465/amr.2012.0341

DO - 10.5465/amr.2012.0341

M3 - Article

VL - 39

SP - 463

EP - 487

JO - Academy of Management Review

JF - Academy of Management Review

SN - 0363-7425

IS - 4

ER -