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Summary Hodgkinson, G. P., & Healey, M. P. (2011). Psychological foundations of dynamic capabilities: reflexion and reflection in strategic management. Strategic Management Journal, 32(13), 1500–1516. https://doi.org/10.1002/smj.964 $6.50   Add to cart
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Summary Hodgkinson, G. P., & Healey, M. P. (2011). Psychological foundations of dynamic capabilities: reflexion and reflection in strategic management. Strategic Management Journal, 32(13), 1500–1516. https://doi.org/10.1002/smj.964
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  • Course
  • Strategic Entrepreneurship & Organizational Renewal
  • Institution
  • Vrije Universiteit Amsterdam (VU)

Full summary of Hodgkinson, G. P., & Healey, M. P. (2011). Psychological foundations of dynamic capabilities: reflexion and reflection in strategic management. Strategic Management Journal, 32(13), 1500–1516.

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  • October 7, 2021
  • 3
  • 2021/2022
  • Summary

Subjects

  • psychological foundations
  • reflexion
  • reflection
  • strategic management
  • dynamic capabilities

Written for

  • Vrije Universiteit Amsterdam (VU)
  • M.Sc. Business Administration - Strategy & Organization
  • Strategic Entrepreneurship & Organizational Renewal
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Hodgkinson & Healey (2011) – Psychological foundations of dynamic capabilities: Reflexion
and Reflection in Strategic Management
Research purpose

 Research on dynamic capabilities of strategic management has recently focused on the
cognitive underpinning of Sensing, Seizing and Transforming capabilities of managers

 However, this paper argues that not only cognitive but also emotional/affective and non-
conscious cognitive processes need to be taken into account


Reflexion and Reflection

Reflexion Reflection
Underpins more automatic and basic affective Underpins higher forms of cognition such as
forms of social cognition (e.g. implicit logical reasoning, planning, hypothetical
stereotyping, automatic categorization and thinking – its more controlled than reflexion
empathizing with others)
Also called “hot cognition” Also called “cold cognition”


 Both systems operate in dynamic interplay when making decisions
 Reflexion does not disturb but even helps skilled functioning



Propositions: How can affection/emotion influence Sensing, Seizing and Transforming?

Sensing

P1: Organizations that rely on “hot cognition”-enhancing technologies* as an aid to sensing will be
less likely to fall prey to cognitive blind spots and strategic inertia than organizations that rely on
“cold cognition” – enhancing technologies**

* i.e. tools and processes aimed at mental model change underpinned by emotionally
supportive mechanisms

** i.e. tools and processes aimed at mental model change in the absence of emotionally
supportive mechanisms



P2: Organizations that incorporate intuition into their repertoire of sensing capabilities will identify
and respond to opportunities and threats more effectively than organizations that solely rely on
analytical approaches

 It does not mean that intuition > analytical thinking!
 Rather, intuition should not be completely absent!
 Why? While the reflective (i.e., deliberative) system, restricted to the serial processing of
small numbers of items, becomes overloaded when faced with complex strategic situations,
intuition brings to bear large quantities of implicit knowledge in a focused manner

Seizing

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