The Cognitive Foundations of Visionary Strategy

Melissa A. Schilling ()
Additional contact information
Melissa A. Schilling: Stern School of Business, New York University, New York, New York 10012

Strategy Science, 2018, vol. 3, issue 1, 335-342

Abstract: Some strategic decisions will long be remembered for being remarkably successful, providing dramatic benefits to customers, investors, or social welfare. The individuals who make these decisions are often called “visionary.” But what enables some people to be visionary? Is it a gift or skill, and can it be learned? In this paper I identify three main cognitive processes that underlie the creation of visionary strategy: abstraction, idealism, and long paths of analytical reasoning. Using a combination of examples and cognitive science, I explain how they work individually and in combination, and how they may be cultivated.

Keywords: cognition; breakthrough innovation; creativity; idealism; abstraction; leadership (search for similar items in EconPapers)
Date: 2018
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (2)

Downloads: (external link)
https://doi.org/ (application/pdf)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:inm:orstsc:v:3:y:2018:i:1:p:335-342

Access Statistics for this article

More articles in Strategy Science from INFORMS Contact information at EDIRC.
Bibliographic data for series maintained by Chris Asher ().