Editorial Review | Business scholars from North America, Europe, Australia, and Asia contribute 18 articles on cognitive approaches to strategy. They discuss processes that lead to formation and the dynamics of individuals' understanding of their environment, including the role of CEOs in crisis, what configuration of teams is more likely to lead to breakthroughs, the cognitive processes underlying the conceptualization of products, cognitive design research and its role in the strategy process, managerial judgment, and organizational memory of past competitive interactions and its influence on competitive behavior, and managerial biases and heuristics that can affect the initiation of strategic action or the formulation of strategy, including the role of expertise in designing organizations, cognitive mechanisms underlying how firms assess performance, and managerial overoptimism. Subsequent sections cover attention dynamics, including theory of mind, entrepreneurial decision making and its effect on performance, stretch goals, attention to price adjustments, and topic models, and methods of quantifying managerial cognition and cognitive representation of social networks. --Distributed in North America by Turpin Distribution |