Attentional engagement and strategic responses to discontinuous environmental change: Evidence from the US banking industry
研究了组织注意力投入模式（聚焦程度和一致性）如何影响其对不连续变化的战略回应，基于2002-2010年美国银行业数据，发现不同注意力结构导致打破、强化、对冲或维持现状等不同回应。
While prior research has established a link between the attention an organization allocates to the external environment and its adaptations to environmental change, the nature of the cognitive processes that underlie this link remains underexamined. In this study, we explore how patterns of attentional engagement—that is, the extent to which attention allocation is focused and/or consistent over time—influence the organization’s formulation of strategic responses to discontinuous change. We advance a situated perspective on attentional engagement by suggesting how the type of learning and cognitive processes are situated in different attentional-engagement structures, and can, in turn, lead to heterogeneous strategic responses to the same discontinuous change. Specifically, we formulate a theoretical model elaborating how varied levels of attentional focus and attentional consistency affect whether organizations respond by breaking, reinforcing, hedging, or maintaining the status quo. Subsequently, we develop and test our arguments using a dataset covering US banking firms from 2002 to 2010—a period that includes the US housing crisis.