Editorial

Abstract

There is little doubt that effective organizational decision-making is an emergent, dynamic and iterative process that is significantly influenced by contextual, particularly strategic, structural, financial, operational, political and social considerations. Agility and adaptability to address the ever-evolving challenges and seizing the opportunities that organizations face, is an important competency for leaders and managers seeking to achieve their organizational objectives. Such adaptability includes being aware of what may prove effective in specific organizational contexts and channelling their decision-making approaches towards that, while taking cognizance of the situational risks associated and their own cognitive biases. As management researchers, we often choose to focus on different facets and dimensions of such managerial decision-making. The researchers whose articles appear in this issue of DECISION have chosen to focus on diverse aspects of organizational and individual decision-making such as ownership structure decisions; nature of decision-making and its influence on institutional efficiencies; influence of cohesion and cooperation amongst business group firms on innovation performance; effects of board and audit governance; effect of safety cues on purchase decisions; consumer decision-making process in retail store environment; idea filtering approaches and impact of game awareness in prisoner’s dilemma. It is this very diversity in decision-making situations, contexts, approaches and outcomes that makes our role as management researchers more stimulating and challenging.