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The findings indicate that organizational performance limitations may be more closely associated with fragmented decision structures than with insufficient execution capacity, and its implications for organizations operating under dynamic, non-linear, and context-dependent conditions.
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Decision-making in complex organizational environments is frequently treated as a consequence of execution capacity, supported by data, operational processes, and analytical systems. However, persistent inconsistencies in organizational outcomes indicate that many limitations may originate not at the execution level itself, but in the absence of a formal structure governing how decisions are formed, interpreted, validated, and adapted over time. This study introduces the concept of Cognitive Infrastructure for Decision Systems (CIDS), a structural model that formalizes decision-making as a continuous organizational system rather than as isolated operational events. The model integrates data, contextual interpretation, and explicit decision criteria within a unified structural framework capable of supporting consistency, adaptability, and alignment across complex environments. This study aims to formalize the conceptual foundations of CIDS and examine its implications for organizations operating under dynamic, non-linear, and context-dependent conditions. The findings indicate that organizational performance limitations may be more closely associated with fragmented decision structures than with insufficient execution capacity alon
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@article{Casabona2026Cognitive,
title = {Cognitive infrastructure for decision systems: structuring decision formation in complex organizational environments},
author = {Aquiles Peres Casabona},
journal = {Revista fisio&terapia.},
year = {2026},
doi = {10.69849/mgdpyb72},
url = {https://doi.org/10.69849/mgdpyb72}
}
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