Self-Regulated Cognition and Decision-Making about Innovation and Execution

Peter T. Bryant

Research output: Chapter in Book/Report/Conference proceedingConference proceeding contribution

Abstract

This paper contributes to theory building about self-regulated cognition in decision-making and argues that managers adaptively self-regulate different cognitive skills when making decisions about innovation or execution tasks. In particular, the paper argues that managers with strong self-regulated cognition are more likely to employ more appropriate combinations of goal focus and decision-making style when making such decisions. The paper commences with a general discussion about the nature of self-regulated cognition and its role in decision-making. It then discusses the role of self-regulated cognition in decision-making about innovation and execution, and formulates propositions about those two types of decision-making and achieving balance between them. Finally the paper discusses the practical and theoretical implications of the proposed theory.
Original languageEnglish
Title of host publication18th Annual Conferenmce of the Australian and New Zealand Academy of Management ANZAM 2004
Place of PublicationDunedin, New Zealand
PublisherAustralian and New Zealand Academy of Management
Publication statusPublished - 2004
EventAnnual Conferenmce of the Australian and New Zealand Academy of Management (18th : 2004) - Dunedin, New Zealand
Duration: 8 Dec 200411 Dec 2004

Conference

ConferenceAnnual Conferenmce of the Australian and New Zealand Academy of Management (18th : 2004)
CityDunedin, New Zealand
Period8/12/0411/12/04

Keywords

  • decision-making
  • innovation
  • execution
  • cognition
  • self-regulation

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  • Cite this

    Bryant, P. T. (2004). Self-Regulated Cognition and Decision-Making about Innovation and Execution. In 18th Annual Conferenmce of the Australian and New Zealand Academy of Management ANZAM 2004 Dunedin, New Zealand: Australian and New Zealand Academy of Management.