A volume in Research in Behavioral Strategy Series Editor T. K.
Das, City University of New York 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: Emerging Perspectives contains contributions by leading
scholars in the field of strategic alliance research. The 9
chapters in this volume cover a number of significant topics that
speak to the emerging perspectives in the area of behavioral
strategy. The chapter topics cover both the broader issues, such as
cooperative behavior in strategic decision making, cognitive
orientation and biases of executives, dynamics capabilities in
organizational change, and the development of metamanagement
practices, and the more focused discussions on a behavioral view of
business modeling, the tenets of agency theory and Austrian
economics, and the temporal dimensions of strategic risk behavior.
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 behavioral strategy.
General
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