Behavioral strategy continues to attract increasing research
interest within the broader field of strategic management. Research
in behavioral strategy has clear scope for development in tandem
with such traditional streams of strategy research that involve
economics, markets, resources, and technology. The key roles of
psychology, organizational behavior, and behavioral decision making
in the theory and practice of strategy have yet to be
comprehensively grasped. Given that strategic thinking and
strategic decision making are importantly concerned with human
cognition, human decisions, and human behavior, it makes eminent
sense to bring some balance in the strategy field by complementing
the extant emphasis on the "objective"" economics-based view with
substantive attention to the "subjective" individual-oriented
perspective. This calls for more focused inquiries into the role
and nature of the individual strategy actors, and their cognitions
and behaviors, in the strategy research enterprise. For the
purposes of this book series, behavioral strategy would be broadly
construed as covering all aspects of the role of the strategy maker
in the entire strategy field. The scholarship relating to
behavioral strategy is widely believed to be dispersed in diverse
literatures. These existing contributions that relate to behavioral
strategy within the overall field of strategy has been known and
perhaps valued by most scholars all along, but were not adequately
appreciated or brought together as a coherent sub-field or as a
distinct perspective of strategy. This book series on Research in
Behavioral Strategy will cover the essential progress made thus far
in this admittedly fragmented literature and elaborate upon
fruitful streams of scholarship. More importantly, the book series
will focus on providing a robust and comprehensive forum for the
growing scholarship in behavioral strategy. In particular, the
volumes in the series will cover new views of interdisciplinary
theoretical frameworks and models (dealing with all behavioral
aspects), significant practical problems of strategy formulation,
implementation, and evaluation, and emerging areas of inquiry. The
series will also include comprehensive empirical studies of
selected segments of business, economic, industrial, government,
and non-profit activities with potential for wider application of
behavioral strategy. Through the ongoing release of focused topical
titles, this book series will seek to disseminate theoretical
insights and practical management information that will enable
interested professionals to gain a rigorous and comprehensive
understanding of the subject of behavioral strategy. Behavioral
Strategy for Competitive Advantage contains contributions by
leading scholars in the field of behavioral strategy research. The
8 chapters in this volume deal with a number of significant issues
relating to how behavioral strategy may serve to create competitive
advantage, covering topics such as decision change timing, top
management regulatory focus, cognitive foundations of pricing
decisions, short-termism in HRM, and the effects of managerial role
enactments on alliance performance. The chapters include empirical
as well as conceptual treatments of the selected topics, and
collectively present a wide-ranging review of the noteworthy
research perspectives on the role of behavioral strategy in
enhancing competitive advantage.
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