Published works
Heshmati, M. and Csaszar, F. A. 2024. “Learning strategic representations: Exploring the effects of taking a strategy course." Organization Science. 35(2) 1383-1399.
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Despite the popularity of strategy courses and the fact that managers make consequential decisions using ideas they learn in such courses, few studies have examined the learning outcomes of taking a strategy course — a research gap most likely due to the methodological challenges of measuring these outcomes in realistic ways. This paper provides a large-sample study of what individuals learn from taking a strategy course and how those learning outcomes depend on individual characteristics. We examine how 2,269 MBA students evaluate real-world video cases before and after taking the MBA core strategy course at a large US business school. We document several changes in their performance, mental representations, and self-perceptions. Among other findings, we show that taking a strategy course improves strategic decision-making, increases the depth of mental representations and the attention paid to broader industry and competitive concerns, and boosts students’ confidence while making them more aware of the uncertainty pervading strategic decisions. We also find that the magnitude and significance of these changes are associated with individual characteristics such as cognitive ability, prior knowledge, and gender.
[Download paper]
Despite the popularity of strategy courses and the fact that managers make consequential decisions using ideas they learn in such courses, few studies have examined the learning outcomes of taking a strategy course — a research gap most likely due to the methodological challenges of measuring these outcomes in realistic ways. This paper provides a large-sample study of what individuals learn from taking a strategy course and how those learning outcomes depend on individual characteristics. We examine how 2,269 MBA students evaluate real-world video cases before and after taking the MBA core strategy course at a large US business school. We document several changes in their performance, mental representations, and self-perceptions. Among other findings, we show that taking a strategy course improves strategic decision-making, increases the depth of mental representations and the attention paid to broader industry and competitive concerns, and boosts students’ confidence while making them more aware of the uncertainty pervading strategic decisions. We also find that the magnitude and significance of these changes are associated with individual characteristics such as cognitive ability, prior knowledge, and gender.
Csaszar, F. A., Rosenkranz, N., and Heshmati, M. 2024. “External representations in strategic decision making: Understanding strategy’s reliance on visuals.” Forthcoming at Strategic Management Journal
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External representations, particularly visuals, are important in strategic decision-making. However, their pervasiveness and impact are not well understood in the strategy literature. Based on cognitive science research, we identify four cognitive functions crucial to strategic decision-making that benefit from using external representations. We also propose a conceptual model and propositions that explain how the quality of strategic decision-making depends on the interactions among task environment, external representations, and managers. We show that external representations influence in predictable ways the boundedly-rational process of searching for new strategies. Key determinants include the manager’s representational capability and the usability and malleability of the external representation. We discuss implications for users, designers, and teachers of external representations in strategy, as well as suggest avenues for future research.
[Download paper]
External representations, particularly visuals, are important in strategic decision-making. However, their pervasiveness and impact are not well understood in the strategy literature. Based on cognitive science research, we identify four cognitive functions crucial to strategic decision-making that benefit from using external representations. We also propose a conceptual model and propositions that explain how the quality of strategic decision-making depends on the interactions among task environment, external representations, and managers. We show that external representations influence in predictable ways the boundedly-rational process of searching for new strategies. Key determinants include the manager’s representational capability and the usability and malleability of the external representation. We discuss implications for users, designers, and teachers of external representations in strategy, as well as suggest avenues for future research.
Working papers & Works in progress
Heshmati, M. and Pahnke, E. “Firms as influencers: Shaping industries through search and collaboration." Under review at Organization Science.
- Runner-up, 2023 Strategic Management Society Conference Behavioral Strategy Interest Group Best Paper Prize
- Research sponsored by the UW Consulting and Business Development Center (CBDC)