Unfolding critical events and strategic decisions: the role of spatial and temporal cognition
Purpose The purpose of this paper is to examine strategic decisions surrounding critical events to show how the decision making processes evolve and how the dominant logic changes vis a vis those decisions. Further, this study explores the processes of managerial decision making focusing on spatial and temporal cognition dimensions. Design/methodology/approach The methodology adopted in this study is a case study using the retrospective processual analysis approach. Data were collected using both primary and secondary sources. In all, 40 years of secondary data on key critical events and decision making were collected using a range of secondary sources. Those events were further examined using 49 in depth semi structured interviews. Findings The findings of this study explain the relationship between operant conditions, strategic actions and outcomes of strategic decisions by highlighting the significance of knowledge strategy, strategic agility and intentionality in shaping and reshaping managers'