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Behavioral Strategy: Emerging Perspectives contains contributions by leading scholars in the field of behavioral strategy 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.
About the Book Series, T. K. Das.
Chapter 1. Cognitive Biases in Strategic Decision Processes, T. K. Das and Bing-Sheng Teng.
Chapter 2. Exploration versus Exploitation: The Differential Impact of Historical and Social Comparison Performance Feedback on Executives' Cognitive Orientation, Tine Buyl and Christophe Boone.
Chapter 3. Cooperative Behavior in Strategic Decision Making: Human Capital and Personality Traits, Gjalt de Jong and Jan Veijer.
Chapter 4. Dynamic Capabilities and Organizational Change: An Integration, Sandip Basu and Suresh Kotha.
Chapter 5. The Challenge of Developing New Meta-Management Practices of Firms in Meta-Organizations, Rick M. A. Hollen, Frans A. J. Van Den Bosch, and Henk W. Volberda.
Chapter 6. Strategic Risk Behavior and its Temporalities, T. K. Das and Bing-Sheng Teng.
Chapter 7. Agentic Organizations in Institutional Environments, Jiulin Teng.
Chapter 8. A Behavioral View of Business Modeling, Arash Najmaei.
Chapter 9. Toward a Framework for Behavioral Strategy: What We Can Learn from Austrian Economics, Per L. Bylund.
About the Contributors.
Index.