Table of contentsAttention structuresSpecialization / DifferentiationIntegration / CouplingThe attention-based view proposed by Ocasio (1997) has been extended to previous work by Simon on organizational attention, providing a detailed description of how concrete organization and contextual structures determine decision maker attention and its flow. Ocasio (1997) added two fundamental concepts to explain situated attention and organizational behavior: attention structures and communication and procedural channels. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essay Attention Structures Attention-based theories state that firms' attention structure plays a crucial role in organizational search activities, which is an essential aspect of the organizational learning process to solve problems and adapt to changing environmental opportunities. This pushes decision-makers to allocate resources, time and effort to develop solutions where their attention lies. There are two types of organizational search: local search involves firms drawing on knowledge closely related to their pre-existing knowledge bases, while remote search reflects an intentional effort moving away from current capabilities and accessing new new knowledge beyond organizational boundaries. Such research helps generate a ranking of values ​​based on relevance and provides decision makers with a set of interests that shape their environmental thinking. The structure of attention may be partially imposed on the organization by its environment, consciously adopted within the organization, and learned through experiential learning. Most research on ABV remains primarily structural and based on Ocasio's (1997) model, where the firm's attention structure has four regulators working together to explain how firms regulate attention to actions of the internal and external environment and how problems, responses and decision makers are attributed to the structures of communication channels to respond to environmental stimuli, generating strategic changes and adaptation. The rules of the game constitute assumptions, norms, values ​​and incentives reflecting the dominant logic of the company (competitors and competitive factors) and its social and cultural situation in relation to its environment. The attention structure of the company is affected by the specific skills, beliefs and values ​​that different actors with authority bring into the organization from internal actors (CEOs, middle managers, unions, workers, specialists, etc.) or external (customers, suppliers, press, consultants, etc.). Actors can influence the structure of attention or regulate the links between procedures. and communication channels attracting the organization's attention. The positions of structural actors moderate their functions and orientations and pay differentiated attention to different aspects of the business environment. The company can use its resources and capabilities to generate competitive advantage (valuable, rare, inimitable and non-substitutable). .Based on ABV's previous work, two critical aspects of attention structure should be considered: attention specialization and integration. Both affect a unit's ability to engage in research at.