Huda TAKROURI
In the contemporary globalized business environment, organizations face intense competition and significant pressure to navigate uncertainties. Strategic decision-making, particularly in allocating scarce resources to innovation endeavors, is a crucial yet complex task for organizational leaders. This study addresses the gap in the existing literature by proposing a decision-making framework grounded in multi-criteria decision making (MCDM), specifically utilizing the analytic hierarchy process (AHP), to enhance strategic decision-making capabilities. The framework aims to improve resource allocation and organizational performance by integrating cognitive and affective factors influencing decision-makers. The analysis presented in this study has successfully computed the final rankings of the strategic alternatives, scanning ability, interpretation ability, and action ability within the organization. By integrating the weights assigned to each criterion and alternative, it was determined that scanning ability holds the highest value at 50.75%, followed by interpretation at 26.65%, and action at 22.58%. Additionally, the factors influencing these alternatives were ranked, with sentiment being the most significant at 0.3607, followed by emotion at 0.2123, attention at 0.2011, ideation at 0.1271, and memory at 0.0986. This outcome highlights the significance of scanning ability and sentiment in strategic decision-making. This research contributes to the field by providing a model influencing strategic decision-making, offering valuable insights for managers and policymakers aiming to optimize resource allocation and drive sustainable growth.