Managers are appointed to achieve the organisation's objectives and goals. As these objectives gradually increase with competition, managers must become strategic thinkers with excellent decision-making skills. The strategy towards the organisational outcome highlighted in this section has been widely debated among academic scholars and practitioners. Organisational strategies are essential in sustaining an organisation's competitive advantage to face a complex and uncertain future.

Effectivestrategicmanagementframeworksenablemanagerstofocusonthecomplexissuesthat must be prioritisedto hastendecision-making processes(Dlamini et al., 2020).Whilst enablingmanagersimportanttomakethedecisionsneededtodirecttheorganisationaleffort towardsovercomingspecificissues(Wangetal.,2021).Theorganisation'seffectivenessin addressing critical issues with solutions that best fit the current environmental factors will ensurethevitalityandimageoftheorganisation.Strategicmanagementispertinenttomanagethe organisation in a continuous, systematic manner.

The term strategy indicates the implementation of two segments to achieve the organisation's objectives and goals.

1. The first segment of strategic management is the effective action programs chosen to reach these goals and objectives.
2. The second segment is the resource allocation pattern that relates the organisation to its environment.

Moreover,strategicmanagementisdefinedastranslatingthethinkingprocessintoanaction planthatbenefitstheorganisationtosustainitscompetitiveadvantages.Strategyalsocanbe categorisedasstrategicthinkingandstrategicplanning.Strategyisalsothecommitmentof the top-level management to attaining outcomes aligned with the organisation's strategic objectives. Strategy can be realised when there is consistent outcomes or patterns over the years. Therefore, strategy is planning for the future or determining patterns based on consistent outcomes. Organisations must develop plans and also evolve patterns derived frompreviousorganisationaloutcomes.Thesephasescanbeexplainedasintendedstrategy and realised strategy.

Theeffectivenessofthestrategiesemployedcanindicatetheorganisation'sperformance in achieving its objectives and goals. Organisations need to measure the outcome of the strategies employed by having measurable objectives that will enhance the employees' commitmenttowardsachievingthegoals.Conversely,organisationallearningandfinancial measures such as organisational profitability can also benchmark organisational performance. The responsiveness of organisational performance has a direct relationship andisinfluencedbymanagement effortstoemphasise leadershipwithintheorganisational structure. This is done by observing the support and strategies utilised by managers to achieve the objectives and goals. This paper aims to enhance an understanding of strategic management processes involving decision-making styles towards organisational performance. First, this paper highlights strategic management's operational andtheoretical approach towards organisational performance. Moreover, this study enhances the result of previous literature on strategic enablers by explaining the effort involving decision-makingtostrengthentheorganisationalstructure,particularlythedecision-making styles(intuitiveandrational),thatmoderatestherelationshipbetweenthestrategicthinking process and organisational performances (Ritter, 2014).

Academic scholars and practitioners have highlighted the importance of strategic management in measuring organisational performance in terms of innovation, entrepreneurship, technology, knowledge, economics, healthcare and organisational performance (Adam et al., 2018, 2020; Alosani et al., 2020). Conversely, there is a knowledge gap on the effective judgement practices of strategic management enablers and organisationalperformanceduringdecision-making(Abuhjeelehetal.,2018;Acciarinietal.,2021; Elrehail et al., 2020; Nguyen, 2020). This paper analyses the relationship between strategic management and organisational performance and suggests a framework to elucidatetherelationshipvariablessuchasmoderators,rationalandintuitivedecision-making styles.

1. Literaturereview

Strategic management is applying strategic decisions towards the organisational vision to achievestrategiccompetitivenessandsustaincompetitive advantages (Alosani et al.,2020Rodriguesand Franco, 2019).Strategicmanagement isacognitiveimpairment ofstructuringthe internal capabilities to fulfil external demands and involves plans, patterns, positions, perspectives and plots (Mintzberg et al., 2020). Strategic management is the managerial discourseinvolvingaframeworkofthedecision-makingprocess,whichhighlightshowthe strategy process is formulated in organisations, acknowledging the cognitive management structure of the organisations. Additionally, the organisation's members need to respond effectuallytothedecisionsmadebythemanagementandcooperatetoensurethatthe

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organisationalvisionisreached,giventhatthiswillaffecttheorganisationaladaptability,

legitimacyandperformance(Johnsen,2015).Organisationsmustbeawareoftheuncertain environments that can influence their welfare.

Consequently, the strategic management process can be reflected in two directions: strategic planning and strategic thinking. Strategic planning emphasises formulating strategies or disciplined efforts to produce strategic decisions to achieve the organisation's objectives(Bryson,2018).Strategicplanningalsocanbereflectedasasystemthatenhances the decision-making process among the members of an organisation. The strategic management process needs to be fulfilling for the organisation to sustain its competitive advantages. Moreover, strategic thinking is creative, disruptive, future-focused and experimental and often contradicts traditional notions of strategic planning (Liedtka,2000). Strategic planning is the principal element of the strategic management process involving resource management, implementation, control and evaluation of strategies (Poister et al., 2010). Strategic planning focuses on formalising existing strategies and employingcreativitytoenhanceperspectives(Mintzbergetal.,2020).Theuncertaintiesof environments and conflicting perspectives can be evaluated and addressed using strategic thinkingasapartoftheorganisationaldecision-makingprocess(Chinetal.,2018).StudiesbyGoldmanetal.(2015)indicatedthatorganisationalmembersarenotactivelyinvolvedduring the strategic decision-making process, leading to the decline in the organisation's performance.

The importance of the strategic decision-making process towards organisational performancewasemphasisedbySteptoe-Warrenetal.(2011).Theresearchsuggestedthat evaluating, identifying and validating the process will enhance the strategic thinking process to positively impact performance (Norzailan et al., 2016). Moreover, strategic thinking plays a vital role in analysing the external factors influencing the process. If the organisationalmemberstakeitlightly,itwillleadtoperceptiondeficiencies(KzlogluandSerinkan, 2015). Additionally, the study highlighted that strategic planning occurs after strategicthinking(Alatailatetal.,2019;Bonn,2001;Mintzberg,1994).Consequently,this study will focus on strategic thinking as the fundamental phase in the strategic management process.

Aconceptual frameworkthathighlightsthemanagementprinciplesamongthebusiness process in delivering effective solutions for problems is shown in Figure 1.

StrategicManagementProcesses Decision-makingStyle OrganisationalOutput

Figure1.

Conceptual framework

Strategicmanagementisdefinedasaframeworkforachievingsuccess,anditispivotalfor organisationstoachievetheirobjectivesandcontinuouslyperformbetter(Elliottetal.,2020). Additionally,strategicmanagementisacontinuousprocessoflookingforabetteractionplanto ensure the organisation's competitiveness.

1. Strategicthinking

The most challenging issue an organisation faces is awareness of the strategic vision and missions, available resources and identifying opportunities for growth within the organisation (Bryson, 2018). Therefore, strategic thinking isa vital element in the chain of processes, which must be carried out effectively and systematically (Sahay, 2019). Nevertheless, organisations need to be aware that strategic thinking can fail miserly if the decision-makers do not realise the strategic enablers or the factors responsible for the effective strategic thinking process. Strategic enablers influence the thoughts and decision processoftheorganisationalmembers(Goldmanetal.,2015).Therefore,strategicenablers willleadtheorganisation'smemberstowardsideagrowthandpersonaldevelopment,while strategic thinkers expedite the organisational performances (Alatailat et al., 2019).

Individualsinvolvedintheorganisationalstructureutilisetheirexperiencesandthought processesinmanagingconflictstoenhancestrategicthinking(Alaarjetal.,2016).Strategy managers or thinkers recognise the relationship between business responsibilities and departmentsandorganisationsandtheirbusinessstakeholders(Cabraletal.,2019). This relationship is known as "system thinking", where an organisation explores the structure reflected in the action and environment that causes the incident. Additionally,thedirectionortheorganisationaldestinyisatypeofstrategicintentutilisedtohelpachieve thebusinessobjectives. Thisoccurswhenalltheemployeescan concentrate ontheirpurpose until it is achievable.

Strategic intent is pertinent in increasing competitive advantages and improving organisationalperformance(Chenetal.,2015).Intelligentfirmsmustbeconsideredbefore becomingcompetitivetoensuretheorganisationcancreateintelligentopportunitiestolead the business emerging strategies towards their vision (Alaarj et al., 2016). Conversely, the organisationshouldintegratepreviouseventswiththecurrentsituationtoachieveandalign with the organisation's objectives. This is vital for organisations to connect to the past and presentenvironmenttoenvisionthefirmsandprepareforanyinternalorexternalchallenges intheirbusiness(Abubakaretal.,2019).Ahypothesis-drivenanalysisisthecoreelementin the strategic thinking process to gather relevant information regarding the business. Therefore, the challenges faced must be transformed into a hypothesis-driven analysis to understand better the measures needed to be taken by the stakeholders to improve the organisational performances.

1. Decision-making style Theroleofmanagerswithinanorganisationmustbeelucidatedtohelpenhancethedecision-makingprocesstocreatecompetitiveadvantagesfortheorganisation(Dionisio,2017). Moreover,Porter(1990)emphasisedthedifferencesbetweencompetitivestrategyand competitors.Decision-makingstylesalsoplayavitalroleinformalisingthestrategicdecision procedure and can be defined as a habitual or formal response pattern taken by managers whenthereisanincident(Kulcsaretal.,2020).AccordingtoAcciarinietal.(2021), decision-makingstylesaredirectlyrelatedtocognitivestylesinvolvedinthestrategic thinkingprocess.Decision-makingstyle,whichcanbebothatindividualandteamlevels,canbeclassifiedintointuitionandrationality(DayanandDiBenedetto,2011;DayanandElbanna,2011;Giermindletal.,2022;Luanetal.,2019;Sukhovetal.,2021).Therefore,

the author highlighted that cognitive styles could be divided into two different categories: "feelingasinformationevaluators",wheremanagersactivelygatherinformationintuitively, and"thinking as information evaluators", where managers systematically collect information(Behlingetal.,1980).Alternatively,decision-makingstylescanbeconsideredintuitiveand rational information gathering and evaluating styles (Calabretta et al., 2017).

Theintuitivedecision-makingstylecanbedefinedastheepisodesofuncertaintypatterns ofactionimposedbymanagersorthedecision-makersbasedonthecurrentsituation.

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Inaddition,intuitivedecision-makersmustbeawareofcurrentissuesandrelatethe

relationship between cognitive schemes with holistic thinking to resolve problems (Calabrettaetal.,2017).Itisalsobelievedthattheintuitivedecision-makingprocesscanbe influenced by a sudden awareness of information (Zhu et al., 2017). Decision-makers can determine solutions without fully understanding or realising the extent of information available.Studiesagreethattheintuitivedecision-makingprocesscanoccurwhenunsorted information is restructured into an organised pattern of action that transforms into a conscioussolution(Zanderetal.,2016).Furthermore,theintuitionorganisationsperformance isenhancedwhendecision-makersutilisetheintuitiondecision-makingstylewhenthereisnoaccess or relevant analytical data to support them in making strategic decisions that align with the organisation's objectives (Temprano-Garca et al., 2018). Conversely, intuition decision-making also contributes positively to the organisations performance when the issues are resolved quickly despite limited resources or knowledge on the current issues.

Studies bySauter (1999)emphasised that intuition decision-makingor illumination is a suddenawareness of information where the decision-makers are unaware of fundamental facts or information.Theauthoralsohighlightedseveralwaystoestablishtheintuitivedecision-making process.First,detectionis anintuition where decision-makers think ofseveral differentsituations rather than focusing on thecurrent issue (Kolbe et al., 2020). Workingon currentstrategic issueswillenablemanagerstocomprehendrelatedinformationtohelpsolvetheissuebyconnecting factsorelementsthatpreviouslydidnotrelatetoeachother(Temprano-Garcaetal.,2018).Anotherformofintuitionisevaluation,wherethesolutionappearsasanavailableoptioncreating asenseofcertaintyorvaguefeelingstowardstheanalyticaldata(Hodgettsetal.,2017).

Conversely, the intuitiondecision-making process canalso be hypothesised as anexplicit andimplicit decision-making style (Tabesh and Vera, 2020), whereexplicit decision utilises feelings or emotionandimplicitdecisionsrefertotheexperienceoftherelevantsituation(Bhatetal.,2021;Remmerset al.,2016).Moreover,intuitivedecision-makingstylesalsoutilisethesubconscious processingofverbalisedandnonverbalisedfactsorinformation(TabeshandVera,2020).A recentstudysuggeststhatintuitivedecision-makingaidedmanagersinenhancingthestrategic decisiontowardstheorganisation'sperformance(FrancioniandClark,2020).

Rational decision-making involves several solutions that will be analysed based on the issues and the relevance of this information towards the current problem before implementingthefinaldecision(Temprano-Garcaetal.,2018).Thestructuredinformation consisting of conscious thinking must be evaluated critically (Acciarini et al., 2021). In addition,therationaldecision-makingprocesswillenhancetheeffectivenessofthedecision by structuring the decision criteria by highlighting and evaluating the alternatives individually (Fitzgerald et al., 2017). The decision-makers or the managers who utilise rationaldecision-making styles are more likely to be vigilant and organised about available information during decision-making (Zhu et al., 2021).

1. Organisationalperformance

For five decades, organisational performance has been widely researched by academic scholarsandbusinesspractitioners(Adametal.,2018).Organisationalperformancehasbeenanalysedintermsofnormativeanddescriptiveexplanationsinstrategicplanningresearch

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for continuous improvement inmanaging organisational performance (Buddika et al., 2016).Organisational performance can be explained by describing how things happen without judginggoodorbad.Alternatively,theorganisationalperformancealsocanbeelucidatedby anevaluationintermsofperformanceagainstabenchmarkedalternativeorstandardorbya descriptive statement explaining how the situation occurs without judgement (Camilleri,2021).Eventhoughmostresearchisdoneonthecontinuousimprovementsoforganisational performance,practitionersstillhavemanyargumentsanddiscussionsontheterminology

and conceptual bases to determine organisational performance (Sarraf and Nejad, 2020).

Organisational performance can be reflected based on the results of the organisation's common objectives, given thatthe methodsimplemented are coherently used. Consequently,theperformance processes'flow ortheinput resourcescanbe criticallyanalysed(Tsaietal.,2020). The effectiveness of organisational performance is influenced by the process implemented andcanbemeasuredbytheachievements.Furthermore,organisationalperformanceisdefinedas analysingtheseriesofimprovementstoachieveorganisationalobjectives.Generally,various factorscanbeassociatedwithorganisationalperformance,suchasorganisationalstructures, conflict,cross-culturalandsocialinfluences(Sinnaiahetal.,2023).

Performance measurement is a systematic series to identify the effectiveness and efficiency of people's behaviour to perform to their utmost abilities. Adam et al. (2018)describedperformancemeasurementasaunit,departmentorbusinessprocess.Therefore,it isconceptualised thatthereisastructuralrelationship betweenorganisational performance and performance measurement. Moreover, performance measurement requires substantive and relevant restructuring of input resources and processes to be aligned with the current system to increase productivity level or performance. Failure to analyse the performance measures will weaken the organisational strength and drain the organisation's efforts (Alosanietal.,2020).Thus,strategicthinkingcanbeahighlyeffectiveperformancemeasure for organisations.

1. Propositions
   1. Strategicthinkingprocessandperformance

Strategic thinking is a structured assessment of analysing and synthesising information, intensivelyassessingthecurrentsituationandinitiatingnewideasorbestavailableoptions toachievestrategicobjectives(DhirandDhir,2020).Anorganisation'ssuccessdependson strategic thinking as it will enhance a decision-maker's skills, abilities and knowledge and helpsustaincompetitivenessinuncertainenvironments(Dhiretal.,2021).Consequently,theprocess of strategic thinking is crucial for any organisation to successfully achieve and surviveinthemarketforamoreextendedperiod.Decision-makersneedtobeeffectiveand cognisantofthebusinessopportunitiesthatarisefrominnovatingnewideastoenhancethe strategic portfolio of organisations (Bryson et al., 2018).

Itisimperativefordecision-makerstoholisticallyunderstandtheorganisation'sstructure andenvironmentandrecognisetherelationshipamongthedepartmentsandthecomplexity of these structures. Moreover, the organisation's performance is boosted when creativity is used to determine the survival of new ideas and processes in line with the organisation's vision(Buddikaetal.,2016).Consequently,organisationswillthenreshuffletheirstrategic objectivesaccordinglytoensurepositiveresults(DhirandDutta,2020).Thisisa double-edged sword where the organisation must balance and simultaneously enforce change(Dhiretal.,2021).Theorganisation'seffectivenesscandeterminetheimplementation of the strategic thinking process towards the organisation's goals and strategic objectives. Moreover, the organisations will then develop core competencies that will determine the competitivepositionandsustainabilityoftheorganisationinanyuncertainties(Bameletal.,2019).Variousstudieshavepostulatedthatorganisationalperformancecanbedeterminedby

theoutputofthestrategicthinkingprocess(DhirandDhir,2020;Dhiretal.,2021;George,2021;Sarraf and Nejad, 2020;Supramaniam and Singaravelloo, 2020;Tabesh and Vera, 2020;Tsaietal.,2020;Wangetal.,2021;Zhuetal.,2021).Therefore,organisationsthatareawareofstrategic resources and employ innovative solutions are more competitive and sustain favourablepositionsforalongerperiod.Basedonthesearguments,thefollowingproposition was proposed:

Proposition 1.Strategic thinking process will positively influence organisational performance.

1. Rationaldecision-makingstyle,strategicthinkingprocessandperformance

In evaluating an organisation's performance and the uncertainties of the environment that influences the complexities in achieving positive growth for the organisation successfully, managers must have decision-making skills that utilise strategic thinking processes. Moreover, managers must be responsible for making fast and effective solutions by analysing,evaluatingandprioritisingavailableinformationtoovercomestrategicissuesand obtainpositiveresults(Acciarinietal.,2021).AccordingtoCalabrettaetal.(2017),thereisapositive correlation between the strategic thinking process and decision-making style. Decision-making styles have the same structure as strategic thinking, which involves different levels, such as organisation or individuals.

Therefore, strategic thinking and the decision-making process involve step-by-step procedurestoeffectivelyutiliserationaldecision-makingwithinorganisations(Hodgkinsonand Sadler-Smith, 2018). Academic scholars agree that rational decision-making will help managers highlight the issues, generate effective solutions, choose the most relevant solutions and apply and evaluate the solution. Conversely, managers also utilise strategic thinking whensearching forpossible solutions for the organisations (Calabretta et al.,2017).Various studies have empirically researched the correlation between the rational decision- makingstyletowardsorganisationalperformance(Deslatte,2020;Hamidullahetal.,2021; Nagtegaal et al., 2020). Furthermore, the rational decision-making process enhances the managers' skills and abilities to employ a formal planning process to detect and highlight issues beforeassessing possibleresolutions. Belleetal.(2018)emphasised thatdecision- makers who employ this type of decision-making can be highly participative and liberal. Additionally,themanagersshouldbemoreawareoftheorganisation'sinternalandexternal competitive advantages before deriving strategic decisions that can positively affect the organisation. Based on these arguments, the following proposition was proposed:

Proposition 2.Rational decision-making will moderate the relationship between the strategic thinking process and organisational performance.

1. Intuitivedecision-makingstyle,strategicthinkingprocessandperformance

Severalstudieshighlighttherolesofthestrategicthinkingprocessamongmanagerswithin theboundariesofourcognitivecapacities(Kaufmannetal.,2017)andpostulatethatmental flexibilitycaninfluenceit(BarlachandPlonski,2021).Studiesalsoemphasisethatmanagersor decision-makers often utilise intuition during challenging situations, which is expected comparedtotherationalwayofanalysingtheissues(Kaufmannetal.,2017).Thisintuition processcanbeatwo-foldconstructconsistingofexperience-basedandemotionallyaffected situations.Additionally,thiscaninvolveacomplexprocessofinformationaffectedbynew cuestowardspreviousexperiencesstoredintheirmemoryandtransformitintosubconscious action in the decision-making process (Stanczyk et al., 2015). Based on the study done by Simon(1976),academicscholarsandpractitionersemphasisedthatmanagersarehighlykeenoninnerfeelingsor gutfeelingsinvolvingstrategicdecisionswhenfacedwithcompetitive

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issues (Al-Jaifi and Al-Rassas, 2019;Bozhinov et al., 2021;Palaniappan, 2017). The decision-making process utilising intuition uses available information, which might not have been availableinthepast,toquickentheprocessofdecision-making.Itisalsoimportanttorealise that decision-making depends on the issues faced by the organisations, and not all issues require a rational decision-making style. For specific issues, managers might only need relevantinformation,deliberationandformalprocedurestoderiveeffectivesolutionsforthe organisationcomparedtoinstanceswherethemanagersarenotboundedbyanysetof

procedures or rules to solve the issue.

Therefore,strategicthinkingisaprocessofsynthesis,andbasedonintuitive decision-making style, where the outcome is an integrated perspective of the enterprise, managers can utilise intuition decision-making style to arrive at a solution with complete freedom and flexibility towards the organisational performance. The decision-makers attempttobeinvolvedinthedecision-makingprocesswhilebeingawareofthecurrentissues andhavingasenseofrelationshipamongthecognitiveschemaswiththeapproachofholistic thinkingtodeterminethesolutiontotheproblem(KhemkaandHickson,2021).Itisclearthattheintuitivedecision-makingprocesswouldincludetheissuesfacedbytheorganisationin analysingtheissuesandsynthesis(Zhuetal.,2017)althoughalltheprocessesoccurunderthesense of relationship or perception. It is also believed that the intuitive decision-making process could be influenced by the decision-makers upon the sudden awareness of information (Peng et al., 2020), whereby the decision-makers could propose a solution withoutthe understanding or realisation of why the facts are present.

Academicians agree that the decision-making process occurs with several unconscious facts from unorganised information that is restructured into an organised pattern of action, followed by its transformation into a conscious solution (Parker et al., 2018). It was also emphasised that the intuition decision-making process enhances the organisation performancewhenthedecision-makersutilisetheintuitionstyleintheformofintelligence despite the absence of access or relevant analytical data that will support them in making strategicdecisionsinlinewiththeorganisationobjectives(Temprano-Garcaetal.,2018). Besides, intuition decision styles also contribute positive impacts to organisation performance when the decision-makers or the managers are able to react to the issues swiftlydespitethelimitedresourcesorknowledgeonthecurrentissues.BruinedeBruinetal.(2020)highlighted that the intuition decision-making style could also be known as illumination,whichisasuddenawarenessofinformationwherethedecision-makersarenot awareofthefundamentalfactsandinformationtheyagreedupon.Basedonthesearguments, the following proposition was proposed:

Proposition 3.Intuitive decision-making will moderate the relationship between the strategic thinking process and organisational performance.

1. Discussionandconclusion

This paper reviews strategic management involving the strategic thinking process, organisational performance and decision-making styles with extant empirical work transforming into propositions, with the ultimate goal being to integrate the strategic managementprocessintoasystematisedandapproachableprocessthatneedsafastresponse. Strategicmanagementplaysavitalroleinaligningthestandardrepertoireofanorganisation'sstrategic thinking. Moreover, managers must realise that strategic thinking has a unique processthatdependsonthesituation.Thethinkingprocessshouldbealignedwiththespecific scenariostoensurethebestsolutioncanbeimplemented.Tosustaincompetitiveadvantage, managersshouldbeeffectivelyinvolvedinthestrategicthinkingprocesstopositivelyimpact theirorganisations(Brysonetal.,2018).

The importance of strategic thinking enablers (systems perspective, focused intent, intelligentopportunism,thinkingintimeandhypothesis-drivenanalysis)wasemphasisedin the strategic thinking process and organisational performance. The systems perspective exposes the importance of organisations understanding the relationship between functions anddepartments internallyandexternally. Furthermore, organisationsneedtoconsiderthe functional, business and organisation strategies towards a highly competitive environment (Buddikaetal.,2016).Consequently,thesesystemsperspectiveswillhelporganisations

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manageinteractionseffectivelyacrossalldepartmentstoenhanceproductivity.Focuson

intent will guide the organisations towards achieving strategic objectives and resisting eccentricity (Bromiley and Rau, 2015). Focus intent will positively aid organisations to be morecompetitiveinthelongrunasthemanagersrealisethesenseofdiscoveryinmanaging strategic objectives. Therefore, it will improve the performance and consciously push the organisation towards innovation by eliminating limitations and becoming high achievers. Conversely, intelligent opportunism will enhance the strategic objectives by creating new opportunities to be more competitive although the strategies do not align with the current visionoftheorganisation.Thisiswhereintelligentopportunismwillplayanessentialroleat the managerial level of the organisation to effectively communicate and measure organisational performances (Camilleri, 2021).

Emergingstrategieswillboosttheorganisation'smotivationandproductivityandshould becarefullyevaluatedfromtimetotimeasthefutureoftheorganisationsmightbeprojected based on the past performance. Therefore, the importance of swift thinking permits the strategic managers to purposefully analyse the mission and vision of the organisation over time.Therightactionattherighttimewillhelptheorganisationssustaincompetitivelyand save the organisations from self-destruction by limiting the positive changes made to help improve the organisation's performance (Adam et al., 2018).

Maintainingthebalancebetweenthinkingcreationandcognitiveprocessing(Calabrettaet al., 2017) and enhancing organisational performance (education, financial, creative, innovation, e-commerce and quality) is a challenge faced when creating effective managementstrategies(Adametal.,2018;Al-JaifiandAl-Rassas,2019;Alharbietal.,2019;Arvis et al., 2018). In addition, based on previous theoretical perspectives, most of the researchscenarios will be based on the governance mechanisms of management and the policy development impacts on organisational performance (Abubakar et al., 2019). Therefore, basedon extensive empirical and conceptual research, strategic thinking processes positively contributetomeasuringorganisationalperformance.Basedonpreviousresearch,thisstudy infersthatcognitivedevelopmentplaysaneffectiveroleinthesegregationofcontrolbetween strategicthinking,whichservesasabarriertobecomingmorecompetitiveandinnovativeinthelong run (Adametal.,2018).Inaddition,thishappens amongemployeesand directly impactsthequalityoftheorganisationalharmonies,suchasmutualrespect,trustandwelfareof theemployees.Acognitiveprocessingenvironmentistheuseofintuitionandrationalityin decision-making with equal importance. The managers utilise intuition decision-making stylestoresolveunrelatedinformationreceived.Duringthestrategicthinkingprocess,themanagers willreceiveunsortedinformationwithoutprocessedknowledgewhichwillbelaterorganised intosortedknowledgeusingintuitionstyles(Zanderetal.,2016).However,the rationaldecision- makingstylefocusesmoreontheanalyticalproceduretoconcludeanissuetheorganisation faces. This helps the managers build confidence in the solution by eliminating uncertainty during decision-making (Zhu et al., 2021). Moreover, managers will only accept solutions withclear and less ambiguous information (rational) compared to managers utilising a more subconscious style (intuition) when formulating solutions. Consequently, therewillbe conflictinthe decision-making process within the organisations.

AccordingtoBoamahetal.(2022),theeffectivenessofdecision-makingstylescandiffer accordingtothesituationandthedependents.Alternatively,bothdecision-makingstyles

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were highlighted as an alternative way of generating a problem-solution approach within organisations (Kolbe et al., 2020; Stanczyk et al., 2015). This study argues that both decision-making styles have equal importance in resolving problem-solution approaches andcanbeaharmoniousprocesstoachieveaneffectiveperformancemeasure. This argument is supported by Acciarini et al.(2021), Tabesh and Vera (2020). Therefore, this study concludes that both decision-making styles (rational and intuition) positively impactthestrategicthinkingprocessandorganisationalperformance.Basedonthe

frameworkinFigure1,theproposedframeworkhighlightsthemissingsectionsofcognitive processing among businesses when delivering effective solutions for a complex problem. Organisations have only emphasised human capital and treated it as a scarce resource that will determine the organisation's performance. This study proposed that future strategic management researchers should explore the thinking process literature's core principles to investigate policy development further. Future research should transform these academic initiatives into empirical research by implementing this proposed model.

Please help me find out :

(a)The focus and purpose of the academic journal article: need to explain the aim and purpose of the journal article such as what is the research gap in the existing literature the study is filling, what is the main research question/research objective the study is addressing, methodology the study has adopted, the context in which the study is carried out etc.

(b)The major findings of the academic journal article: Based on the research, what are the main findings/results of the study, recommendations, limitations of the study.

(c)The credibility and usefulness of the academic journal article for the management discipline: This may include how relevant/important/significant is the research study, research aim/research questions/ research objectives, findings, and recommendations presented in the article. different strategies to address this requirement such as implications of findings and recommendations for the real world organisations/scenarios, contribution to the literature, usefulness/relevance of the methodology, generalisability of findings, and credibility of the authors and journal.