Within the field of strategic management there is increasing awareness of the limitations of rational approaches to decision making. Managing in a climate of continuous change and uncertainty has turned attention to the role of managerial cognition. This volume explores the nature of cognition in organizations and focuses upon: the behaviour and characteristics of top management teams; organizational learning and memory; distributed cognition and information markets; the significance of knowledge management and tacit learning; key competencies such as emotional intelligence, information searching, decision making heuristics, creativity, intuition; and how organizations might be helped to become more cognitively effective.