Happy kids and mature losers: Differentiating the dominant logics of successful and unsuccessful firms in emerging markets
With the onset of the cognitive revolution managerial sciences, there has been increasing interest in how top managers come to think and act strategically in response to ever changing environmental opportunities and constraints. With this interest has come a variety of concepts, tools and lenses for conceptualizing the strategy of a firm – such as marketplace position, strategic configurations, core resources and capabilities, and rule sets. Common to most of these conceptualizations is the assumption that firms develop shared and consistent cognitive frameworks and behavioral routines – just as individuals develop schemas, heuristics, and other mental models – in order to deal with environmental complexity.