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.
|Title of host publication||18th Annual Conferenmce of the Australian and New Zealand Academy of Management ANZAM 2004|
|Place of Publication||Dunedin, New Zealand|
|Publisher||Australian and New Zealand Academy of Management|
|Publication status||Published - 2004|
|Event||Annual Conferenmce of the Australian and New Zealand Academy of Management (18th : 2004) - Dunedin, New Zealand|
Duration: 8 Dec 2004 → 11 Dec 2004
|Conference||Annual Conferenmce of the Australian and New Zealand Academy of Management (18th : 2004)|
|City||Dunedin, New Zealand|
|Period||8/12/04 → 11/12/04|
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.