Strategic Cognitive Maps of Small Business Leaders
AbstractCognitive maps influence organizational strategic behaviors by guiding the perceptions of key decisions makers. This paper empirically examines these maps in small business leaders who have the ability to strongly influence an organization's attributes and actions. Results demonstrate that two distinct and polar orientations develop from small business leaders' self-identity with their organization, overall assessments of external stakeholders, and general perceptions of the environment. The strategic implications of these findings suggest that small business leaders should be mindful of their own viewpoints and biases since they can greatly influence organizational behaviors and subsequent performance.
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