2027: Vol 3, No 1: Online first section
Articles

Strategic Decision Architecture: An Integrated Framework for Intelligent Organizational Decision-Making

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  • Mohamed Ibrahim Hassan Farag
Mohamed Ibrahim Hassan Farag
1) Department of Business Administration, Military College of Management Sciences, Capital University, Helwan, Egypt; 2) Department of Political Science Faculty of Economics and Political Science, Cairo University, Giza, Egypt

Published 2026-09-21

Keywords

  • Strategic Decision Architecture,
  • Decision Intelligence,
  • Strategic Decision-Making,
  • Artificial Intelligence,
  • Decision Analytics,
  • Organizational Intelligence,
  • Dynamic Capabilities,
  • Human–AI Collaboration
    • ...More
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Copyright (c) 2026 Mohamed Ibrahim Hassan Farag (Author)

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Farag, M. I. H. (2026). Strategic Decision Architecture: An Integrated Framework for Intelligent Organizational Decision-Making. Applied Decision Analytics, 34-71. https://doi.org/10.66972/ada202732
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Abstract

Organizations increasingly operate in environments characterized by uncertainty, digital disruption, and growing strategic complexity, creating significant challenges for effective strategic decision-making. Although substantial advances have been made in decision analytics, artificial intelligence, business intelligence, and strategic management, existing research remains fragmented, with limited attention to the organizational capability required to integrate these complementary perspectives into a coherent decision system. This study addresses this gap by conceptualizing Strategic Decision Architecture (SDA) as a higher-order organizational capability that integrates strategic governance, Decision Intelligence, organizational knowledge, decision processes, human expertise, and adaptive learning to support intelligent strategic decision-making. Adopting a theory-building conceptual methodology, the study synthesizes insights from the Resource-Based View, Dynamic Capabilities Theory, the Knowledge-Based View, Organizational Information Processing Theory, Socio-Technical Systems Theory, and decision analytics literature to develop an integrated conceptual framework. The study defines the proposed construct and its conceptual boundaries, identifies five core dimensions, develops a maturity model for strategic decision capability, and formulates theoretical propositions and potential measurement domains for future empirical research. The study extends decision analytics research by shifting attention from individual decision optimization toward the organizational capability through which intelligent strategic decisions can be systematically designed, governed, and continuously improved. The proposed framework provides a foundation for empirical validation and offers managers a structured basis for assessing and developing strategic decision capability, including effective Human–AI collaboration, organizational adaptability, and resilience.

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Applied Decision Analytics

Journal abbreviation: Appl. Decis. Anal.
eISSN (Online): 3104-2945

International peer-reviewed open-access journal advancing decision sciences at the intersection of data analytics, artificial intelligence and applied mathematics.

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