An examination of cognition and affect in strategic decision‐making
International Journal of Organizational Analysis
ISSN: 1934-8835
Article publication date: 1 November 2006
Abstract
Purpose
The purpose of this article is to better understand the nature of the decision maker's cognitive‐affective information processing behavior in the context of strategic decision making.
Design/methodology/approach
Reviews of the psychological science, organizational behavior, and strategic management literatures serve as a foundation for the development of a model and a series of research propositions. Propositions and model development lead to a discussion regarding limitations of the current literature, as well as areas for future research that incorporates cognitive‐affective information processing issues in organizational research.
Findings
Organizational homogeneous and heterogeneous behaviors in the organizational adaptation process depend on a strategic decision maker's cognitive‐affective informational interpretation of both internal and external environmental stimuli.
Research limitations/implications
The focus of this article is limited to the individual level of analysis. Further theoretical and empirical research should investigate how the framework could be applied at the team and organizational levels and how it holds under various industrial and/or environmental conditions.
Practical implications
This article informs practicing managers of how their decision‐making behavior is influenced by both cognition and affect when they scan and process their strategic informational environment and, furthermore, how these influence their choice of organizational forms and practices.
Originality/value
Extends theoretical understanding of cognitive‐affective informational processing and its influence on the organizational homogeneous‐heterogeneous adaptation process.
Keywords
Citation
Kim, K., Tyge Payne, G. and Tan, J.A. (2006), "An examination of cognition and affect in strategic decision‐making", International Journal of Organizational Analysis, Vol. 14 No. 4, pp. 277-294. https://doi.org/10.1108/19348830610849709
Publisher
:Emerald Group Publishing Limited
Copyright © 2006, Emerald Group Publishing Limited