The article proposes 4 theoretically driven propositions and makes two contributions.

More specifically, the author examines alternate causal paths, underlying processes and structures as mechanisms in employee social network strategies within a theoretical framework. The article examines social network theory and strategic management’s content, process and open schools of thought to propose a new interpretation for managing firm strategies. Little is known how informal employee social networks, group entitativity and competition could shape and direct firm strategies and organizational performance. Currently, scholars underestimate the contributions of employee social strategies in firm strategies. Therefore, results suggest that businesses' strategic decision-making is usually strengthened when entrepreneurs have a clear understanding of these influencing elements, and the interaction between them leads to improved performance.Įmployee social network strategies play a key role in firm strategies and organizational performance. Results also describe that these abilities have a positive effect on overall EP. The empirical results reveal that strategic decision-making abilities are affected by five factors: attention, memory, thinking, emotion, and sentiment, and whose influence mechanisms and degrees are varied. An empirical approach using structural equation modeling-artificial neural network (SEM-ANN) was performed to describe the linear and nonlinear relationships in the proposed model. This study builds a conceptual model of strategic decision-making ability that leads to entrepreneurial performance (EP) based on the two-system decision-making theory and logical analysis. CITATION Feng J, Han P, Zheng W and Kamran A (2022) Identifying the factors affecting strategic decision-making ability to boost the entrepreneurial performance: A hybrid structural equation modeling-artificial neural network approach.

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