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Making Sense of Strategic Decision Making

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Real-time Strategy and Business Intelligence

Abstract

This article sheds light on the role of cognitive factors , strategic cognition , cognitive models, and sensemaking processes both at the top management and at the individual CEO level. This chapter, therefore, places the perspectives added by the cognitive approach into the decision-making discourse at the core of strategic decision making . The chapter also highlights the ambiguity that continues to surround the understanding of strategic decision making . Existing strategy research largely concentrates on the processes and content of strategy work , the factors that enable or disable strategy work and the decision-making process. This chapter in contrast directs attention to the cognitive factors apparent at both the top management and the individual CEO level, owing to the salient role they play in rapidly changing business environments, where real-time strategic decision making is crucial.

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Authors and Affiliations

  1. University of Vaasa, Vaasa, Finland

    Suvi Einola

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  1. Suvi Einola
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Correspondence to Suvi Einola .

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Editors and Affiliations

  1. University of Vaasa, Vassa, Finland

    Marko Kohtamäki

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Einola, S. (2017). Making Sense of Strategic Decision Making. In: Kohtamäki, M. (eds) Real-time Strategy and Business Intelligence. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-54846-3_8

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