Socio-cognitive dynamics in strategic processes

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This work addresses the limited integration of process-related considerations in strategy research and managerial cognition within strategic management. It adopts a cognitive perspective to explore how organizational strategies emerge in strategic processes, conceptualizing 'strategy' as shared orientations among key actors. The research bridges the gap between strategy process and cognitive strategy research by developing a socio-cognitive perspective on strategic processes, emphasizing the importance of social interactions. The focus is on strategic decision-making groups, examining how social interactions shape strategy-related knowledge structures. This leads to the creation of a socio-cognitive model for group decision-making, followed by a qualitative empirical study of these activities. The interdisciplinary nature of the research enriches strategic management knowledge both in content and methodology through innovative empirical approaches. For practitioners, it highlights different dimensions of strategic processes, offering insights for effective process design. At the micro level, it provides concrete recommendations for forming and guiding strategy teams to facilitate efficient discussions and enhance overall organizational performance beyond the group context.