Abstract In making strategic decisions, managers implicitly or explicitly come to choose a cognitive strategy, by which we refer to the choices made as regards what type of information processing to engage in and rely on as the basis for a decision. Dual-processing theories of cognition recognize two types of information processing: non-conscious and conscious. There are two cognitive strategies—relying on intuition and engaging in analytic reasoning—that have a straightforward connection to the two types of information processing. However, managers often engage in reframing, that is, they deliberately attempt to rethink the background assumptions concerning how one approaches a decision-making situation. Despite the strategic importance of reframing, the foundations of this cognitive strategy remain theoretically underdeveloped. We argue that reframing involves both Type 1 and Type 2 processing in a complementary fashion. Specifically, reframing can be induced through conscious reflection and non-conscious processing during an incubation period. Furthermore, we argue that while reframing is a robust cognitive strategy across varying levels of environmental dynamism, dedicating time to reframing incurs significant opportunity costs, and can thus be employed only sparingly.

中文翻译：

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战略决策中三种认知策略的双重处理观点：直觉、分析推理和重构

摘要 在制定战略决策时，管理者隐含或明确地选择一种认知策略，我们指的是关于从事和依赖何种类型的信息处理作为决策基础的选择。认知的双重加工理论承认两种类型的信息加工：无意识和有意识。有两种认知策略——依靠直觉和参与分析推理——与两种类型的信息处理有着直接的联系。然而，管理人员经常进行重构，也就是说，他们有意尝试重新思考有关如何处理决策情况的背景假设。尽管重构具有战略重要性，但这种认知策略的基础在理论上仍然不发达。我们认为重构以互补的方式涉及类型 1 和类型 2 处理。具体来说，可以在潜伏期通过有意识的反思和无意识的处理来诱导重构。此外，我们认为，虽然重构是跨越不同环境活力水平的强大认知策略，但将时间用于重构会产生巨大的机会成本，因此只能谨慎使用。