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Research on strategic agenda building has traditionally emphasized individual agency, thereby neglecting organizational context. Developing a contextual model of strategic agenda building, we address this limitation. Based on the evolutionary framework we show that an organization’s core elements, that is, strategy, culture, structure and top management team, heavily influence what issues are considered in organizational agenda building processes. Moreover, the strategic agenda building process, apart from the role of capabilities and cognition, provides an alternative explanation for path dependency.