<span>This paper is intended to provide a conceptual framework about the importance of cognitive biases and framing in the strategic decisionmaking (SDM) processes used by corporations when addressing socially responsible actions. Through crises, regulation, activism and attempts to gain competitive advantage, companies are facing a dynamic environment requiring increased incorporation of social actions into </span><span>corporate strategy. However, the nebulous nature of social actions and the inertia of bureaucracies have led to inefficient implementation of those actions. The conceptual framework developed in this paper sheds light on SDM processes involving corporate social responsibility (CSR), and lays a foundation for research in the role of cognitive biases and framing in the SDM processes.Doctorate of Management Programs</span>
