How do strategic groups handle cognitive complexity to sustain competitive advantage? A commentary essay

To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.jbusres.2008.12.007 Byline: Kuo-Feng Huang Abstract: Cheng and Chang [Cheng SL, Chang HC. Performance Implications of Cognitive Complexity: An Empirical Study of Cognitive Strategic Groups in Semiconductor Industry. Journal Business Research 2009athis issue] empirically investigate how a strategic group's cognitive complexity affects firm performance in the context of Taiwan's semiconductor industry. This commentary essay explores the authors' contribution to the multidisciplinary strategic group literature. The commentary also considers how Cheng and Chang's results can be integrated with important work in the competitive dynamic studies. Author Affiliation: Department of Business Administration, National Chengchi University, No. 64, Sec. 2, Zhi-Nan Road, Taipei, 116, Taiwan Article History: Received 1 December 2008; Revised 1 December 2008; Accepted 1 December 2008