A Cognitive model of executives’ knowledge acquisition : implications for resource-based view

Knowledge is a key strategic resource and its acquisition is a key competence. Executives acquire knowledge to make sense of the environment, make decisions, and manage their resources in face of dynamism. Little is yet known about why executives vary in terms of this ability. Using recent advancements in the strategic cognition, this study proposes and tests a model in which the interaction between executives' cognitive style and their perceived dynamism explains variations in the amount of market and technological knowledge acquired by executives. The findings offer important implications for resource-based view and particularly the knowledge-based perspective.23 page(s