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The purpose of this paper is to develop a framework for an enlightened management and governance praxis against a backdrop of cognitive and motivational biases promoting a reflected international capital budgeting decision process. Furthermore, societally relevant questions are raised whether these biases might have an effect on various stakeholders in public–private partnerships. Recurring failures of international business investments motivate reflective, cognitive and socio-constructivist perspectives on the international capital budgeting process.

Based on an interdisciplinary literature review and substantiated by empirical studies, the cognitive biases and flaws of the international capital budgeting process are discussed making use of a five-stage process scheme. The article applies the interpretative paradigm and regards the international capital budgeting process stages as a socio-political process of reality construction and critically assesses the motives of its actors. Consequently, the authors develop and discuss three principle-based behavioural rationalisation factors.

International capital budgeting is not a process of rational choice but of social construction of reality. Reflective prudence, critical communication and independence are three rationalisation factors which could, if applied along the five stages of the international capital budgeting process, systematically lead to de-biasing and thus enhance the performative praxis of international investment decisions.

The international capital budgeting process deals with the construction of future scenarios under uncertainty and assessment of potential success and failure of future projects. The defined (or any other) rationalisation factors are subject to cultural biases and can naturally not guarantee successful investment projects. Although the success of the application of various de-biasing tactics was empirically confirmed, the aggregated rationalisation factors of the paper have not been tested.

The paper is aimed at enhancing the reflective understanding and the performative praxis of the international capital budgeting process. The practical recommendations aggregated in the rationalisation factors are explicitly elaborated for international business practitioners.

Societally relevant questions are raised whether systematic biases have an effect on various stakeholders in international public–private partnerships. Especially in large investment projects, where capturing private value might be boosted by actively exploiting biases of the public decision makers, active stakeholder engagement could enhance the social and ecological value of investments.

The article provides a rare interdisciplinary literature review on cognitive biases in the international capital budgeting process. It critically reflects the social construction of it various stages and its social repercussions and develops practical rationalisation factors for an enhancement of the international capital budgeting process as a performative praxis.

This research seized the COVID-19 pandemic-induced economic recession as a strategic response background to answer whether serious games (SGs) can be effectively applied to facilitate the strategic decision-making process.

This paper develops a conceptual model and hypotheses based on the strategic formulation and SGs literature. Virtual-gamified workshops treat four companies in a quasi-experimental framework applying an action research design approach. The data were analysed triangularly from the observations, the focus group interviews and the surveys.

A SG facilitates conveying conceptual recession management knowledge and structures the decision-making process. It incentivises creativity and motivation. Meanwhile, it is a tool to mitigate human errors due to cognitive biases. More importantly, it offers a new means to improve strategic decision-making adapted to different cases. The variety of game elements expands possibilities for different needs.

This paper creatively bridges the gap between strategic decision facilitation and serious gaming in a crisis. It contributes a conceptual model and provides practical insights into SGs mechanics for companies.