Authors: Lianne Miller; Lester Lloyd-Reason
Addresses: Centre for Enterprise Development and Research (CEDAR), Lord Ashcroft International Business School, Anglia Ruskin University, East Road, Cambridge, CB1 1PT, UK ' Centre for Enterprise Development and Research (CEDAR), Lord Ashcroft International Business School, Anglia Ruskin University, East Road, Cambridge, CB1 1PT, UK
Abstract: Entrepreneurial cognition studies have looked at the way in which the entrepreneurial mindset drives the company forward, but have failed to explore how aspects of shared cognition with internal stakeholders contribute to organisational performance. Empirical data period from three established entrepreneurial organisations from different industries in Cambridge, UK is presented. The findings provide evidence of cognitive dissonance between the expectations, perceptions and cognition of the entrepreneur and internal stakeholders. This article argues that cognitive dissonance between the entrepreneur and the internal stakeholders moderates organisational learning which limits performance. These findings contribute to our knowledge of how and why shared cognition between the entrepreneur and internal stakeholders affect the performance of the organisation and how through organisational learning established entrepreneurial organisations can sustain its entrepreneurial orientation and growth through the ageing process.
Keywords: entrepreneurial cognition; interplay; internal stakeholders; firm performance; shared cognition; entrepreneurial orientation; organisational learning; entrepreneurship; small business; UK; United Kingdom; cognitive dissonance.
International Journal of Entrepreneurship and Small Business, 2013 Vol.19 No.2, pp.276 - 291
Available online: 20 Jun 2013 *Full-text access for editors Access for subscribers Purchase this article Comment on this article