Context-specific rationality in sense-making of strategic stimuli

Managerial cognition is central to strategic processes in several ways, since the perception and interpretation of strategic stimuli affects the way strategic issues are conceptualized. In this paper strategic stimuli are analysed according to the dimensions of strength and structure. It is argued that different classes of strategic stimuli pose different challenges to managerial cognition. It is further argued that experience of a particular strategic problem-domain influences managerial thinking patterns. These assumptions are tested empirically in a quasi-experimental study of managers and students involved in the analysis of four business cases, each designed to capture one specific class of strategic stimuli.