Editorial: Affect and cognition in upper echelons' strategic decision making: Empirical and theoretical studies for advancing corporate governance

Frontiers in Psychology

article

Matteo Cristofaro¹  Yong J. Bao²  Sana Chiu³  Ana B. Hernández-Lara⁴  Leticia Perez-Calero⁵ 

[1] Department of Management and Law, University of Rome ‘Tor Vergata’;Dhillon School of Business, University of Lethbridge;C.T. Bauer College of Business, University of Houston;Department of Business Management, Faculty of Business and Economics, University of Rovira i Virgili;Faculty of Business, Universidad Pablo de Olavide

关键词: behavioral strategy;    Affect;    Cognition;    Decision Making;    Corporate gover nance;   

DOI  :  10.3389/fpsyg.2022.1081095

学科分类：社会科学、人文和艺术（综合）

来源: Frontiers

【 摘 要 】

Since the advent of the bounded rationality concept (Simon, 1947), scholars have been committed to understanding how organizational agents really make choices—mainly by adopting social and cognitive psychology lenses. Research over the last 40 years has advanced the investigation of upper echelons' strategic decision-making processes (e.g., Abatecola and Cristofaro, 2020), in which top managers and board directors are regarded as playing a pivotal role in shaping organizational outcomes (Hambrick and Mason, 1984). However, a long-standing limitation in research has been to access the socio-psychological underpinnings of leaders' decision-making, due to the fact that executives are “notoriously unwilling to submit themselves to scholarly poking and probing” (Hambrick, 2007, p. 337).

【 授权许可】

CC BY