Editorial: Affect and cognition in upper echelons' strategic decision making: Empirical and theoretical studies for advancing corporate governance

This is a provisional file, not the final typeset articleSince the advent of the bounded rationality concept (Simon, 1947), scholars have been committed to understanding how organizational agents really make choices -mainly by adopting social and cognitive psychology lenses. Research over the last 40 years has advanced the investigation of upper echelons' strategic decision-making processes (e.g., Abatecola and Cristofaro, 2020), in which top managers and board directors are regarded as playing a pivotal role in shaping organizational outcomes (Hambrick and Mason, 1987). However, a long-standing limitation in research has been to access the socio-psychological underpinnings of leaders' decision-making, due to the fact that executives are "notoriously unwilling to submit themselves to scholarly poking and probing" (Hambrick, 2007: 337).Recent advances in the space of behavioral strategy show that leaders are different than those postulated by Simon (1947): s/he is no longer affected only by bounded rationality, but s/he is increasingly also pervaded by non-rational forces (Cristofaro, 2017). For example, thanks to the crossfertilizing advances in neuroscience studies (initiated by Antonio Damasio), the role of emotionsalways considered as non-rational forces -has continuously and increasingly gained momentum within decision-making research. The 'affect revolution' in research enables the investigation of other important psychological variables considered to be antecedents or consequences of affective statessuch as personality traits, mental disorders, beliefs, and spirituality -dismantling, de facto, the 'human black box'.However, what remains largely unknown is the interplay of affective states and cognition (Cristofaro, 2020), considered by some scholars to be two parallel, competitive systems of the human mind (Hodgkinson and Sadler-Smith, 2018). In this regard, our research topic for Frontiers in Psychology, entitled "Affect and Cognition in Upper Echelons' Strategic Decision Making: Empirical and Theoretical Studies for Advancing Corporate Governance", aims to advance this line of inquiry: investigating the role of affective states, cognition, and their interplay in upper echelons' strategic decision making.Theoretical Studies for Advancing Corporate Governance.Starting on November 2020, the promotion of the Research Topic through personal contacts with authors, listservs, social media posts, and conference networks raised a total of 25 submissions.Manuscripts aligned with the Call for Papers passed at least two rounds of peer review, always followed by final comments of guest editors. In the end, 43 scholars produced 13 excellent works accepted for publication on this Research Topic. Among them, by considering the first author's institution, 60% of contributions are from China; others are from Italy and the U.S. As of October 17 th, 2022, the Research Topic received 24,500 views approximatively, seeing an increasing trend in downloads. See Figure 1. We offer some insights emerging from these papers to accompany the readers throughout this editorial endeavor.Three studies investigate the innate features and personality of upper echelons and link with cognition, This is a provisional file, not the final typeset article relationship between TMT media exposure and CSR, because these allow TMTs to pursue profit instead. have multiple mediation effects on the relationship between LPIF and EIB. When the level of LPIF is high, LMX and PE are also enhanced, promoting the increase in EIB.A series of studies in the RT pushed cross-fertilization among management and other domains, mainly

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