The Cognitive Perspective in Strategy: An Integrative Review
整合了1993至2007年间战略认知文献，识别出战略认知的结构（组织认同、战略框架、组织惯例）和过程（战略制定、实施、变革、组织学习），并梳理了五个实证研究流，对战略管理学者理解认知如何影响竞争优势有参考价值。
This article integrates the literature on strategic cognition (SC) within a framework that links the antecedents, structure, and process of SC with outcomes. Reviewing the literature from 1993 (two years prior to Walsh’s review of managerial and organizational cognition) until 2007, this article identifies three elements of SC structure (organizational identity, strategy frames, and organizational routines) and four SC processes (strategy formulation, strategy implementation, strategic change, and organizational learning). The literature portrays strategy formulation as a complex activity consisting of scanning, sensemaking, and decision making. Strategy implementation is composed of sensegiving, sensemaking, and issue selling. This review identifies five streams of empirical research with three well-developed themes (the antecedents and outcomes of strategy frames, determinants and consequences of strategy formulation, and cognitive construction of competitive/industry dynamics) and two emerging themes (the determinants and consequences of strategy implementation and the antecedents and outcomes of organizational identity). This review identifies several opportunities to extend the literature and outlines key methodological implications. Finally, the review addresses the need to build linkages to the ongoing theoretical conversations within strategic management literature.