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Cognitive simplification processes in strategic decision‐making

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  • Charles R. Schwenk
Abstract
Strategic decision‐making can be viewed as a special kind of decision‐making under uncertainty. Such decision‐making involves the activities of goal formulation, problem identification, alternatives generation, and evaluation/selection. Researchers in cognitive psychology and behavioural decision theory have identified a number of cognitive simplification processes which may affect the way decision‐makers perform these tasks. Within this paper, the research on these processes is summarized and their possible effects on strategic decision‐making are discussed. Implications for future research in this area are also drawn.

Suggested Citation

  • Charles R. Schwenk, 1984. "Cognitive simplification processes in strategic decision‐making," Strategic Management Journal, Wiley Blackwell, vol. 5(2), pages 111-128, April.
    • Handle: RePEc:bla:stratm:v:5:y:1984:i:2:p:111-128
    DOI: 10.1002/smj.4250050203
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