{"@context":{"@vocab":"https://cir.nii.ac.jp/schema/1.0/","rdfs":"http://www.w3.org/2000/01/rdf-schema#","dc":"http://purl.org/dc/elements/1.1/","dcterms":"http://purl.org/dc/terms/","foaf":"http://xmlns.com/foaf/0.1/","prism":"http://prismstandard.org/namespaces/basic/2.0/","cinii":"http://ci.nii.ac.jp/ns/1.0/","datacite":"https://schema.datacite.org/meta/kernel-4/","ndl":"http://ndl.go.jp/dcndl/terms/","jpcoar":"https://github.com/JPCOAR/schema/blob/master/2.0/"},"@id":"https://cir.nii.ac.jp/crid/1361418520628299904.json","@type":"Article","productIdentifier":[{"identifier":{"@type":"DOI","@value":"10.1287/orsc.1100.0602"}},{"identifier":{"@type":"URI","@value":"https://pubsonline.informs.org/doi/pdf/10.1287/orsc.1100.0602"}}],"dc:title":[{"@value":"Attention to Attention"}],"description":[{"type":"abstract","notation":[{"@value":"<jats:p> Organizational theory and research has increased attention to the determinants and consequences of attention in organizations. Attention is not, however, a unitary concept but is used differently in various metatheories: the behavioral theory of the firm, managerial cognition, issue selling, attention-based view, and ecology. At the level of the brain, neuroscientists have identified three varieties of attention: selective attention, executive attention, and vigilance. Attention is shaped by both top-down (i.e., schema-driven) and bottom-up (i.e., stimulus-driven) processes. Inspired by neuroscience research, I classify and compare three varieties of attention studied in organization science: attentional perspective (top-down), attentional engagement (combining top-down and bottom-up executive attention and vigilance), and attentional selection (the outcome of attentional processes). Based on research findings, I develop five propositions on how the varieties of attention in organization provide a theoretical alternative to theories of structural determinism or strategic choice, with a particular focus on the role of attention in explaining organizational adaptation and change. </jats:p>"}]}],"creator":[{"@id":"https://cir.nii.ac.jp/crid/1381418520628299904","@type":"Researcher","foaf:name":[{"@value":"William Ocasio"}],"jpcoar:affiliationName":[{"@value":"Kellogg School of Management, Northwestern University, Evanston, Illinois 60208"}]}],"publication":{"publicationIdentifier":[{"@type":"PISSN","@value":"10477039"},{"@type":"EISSN","@value":"15265455"}],"prism:publicationName":[{"@value":"Organization Science"}],"dc:publisher":[{"@value":"Institute for Operations Research and the Management Sciences (INFORMS)"}],"prism:publicationDate":"2011-10","prism:volume":"22","prism:number":"5","prism:startingPage":"1286","prism:endingPage":"1296"},"reviewed":"false","url":[{"@id":"https://pubsonline.informs.org/doi/pdf/10.1287/orsc.1100.0602"}],"createdAt":"2010-12-30","modifiedAt":"2023-04-02","relatedProduct":[{"@id":"https://cir.nii.ac.jp/crid/1360021390569493760","@type":"Article","resourceType":"学術雑誌論文(journal article)","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@value":"Research on high-end disruptive innovations - Analysis and insights from the video conferencing systems market"}]},{"@id":"https://cir.nii.ac.jp/crid/1360567185071563648","@type":"Article","resourceType":"学術雑誌論文(journal article)","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@value":"Too many to handle? Two types of multimarket contacts and entry decisions"}]},{"@id":"https://cir.nii.ac.jp/crid/1360576118713236096","@type":"Article","resourceType":"学術雑誌論文(journal article)","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@value":"Managing with Style? Microevidence on the Allocation of Managerial Attention"}]},{"@id":"https://cir.nii.ac.jp/crid/1360588380149604480","@type":"Article","resourceType":"学術雑誌論文(journal article)","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@value":"Attentional Uniqueness and Firm Performance: The Mediating Role of Growth Actions"}]}],"dataSourceIdentifier":[{"@type":"CROSSREF","@value":"10.1287/orsc.1100.0602"},{"@type":"CROSSREF","@value":"10.1016/j.techsoc.2024.102576_references_DOI_GCEpHgu88amS1yA7Vm068NAfgqS"},{"@type":"CROSSREF","@value":"10.1108/md-03-2014-0125_references_DOI_GCEpHgu88amS1yA7Vm068NAfgqS"},{"@type":"CROSSREF","@value":"10.1287/mnsc.2021.4269_references_DOI_GCEpHgu88amS1yA7Vm068NAfgqS"},{"@type":"CROSSREF","@value":"10.1111/joms.13122_references_DOI_GCEpHgu88amS1yA7Vm068NAfgqS"}]}