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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 by T. K. Das.
Chapter 1. In Search of a Last Straw: An Exploratory Study of Decision Change Timing and Triggers; Katsuhiko Shimizu.
Chapter 2. How CEO and CFO Regulatory Focus Interact to Shape the Firm's Corporate Strategy; Guoli Chen, Philipp Meyer-Doyle, and Wei Shi.
Chapter 3. Cognitive Foundations of Competitive Advantage Through Pricing; Burak Cem Konduk.
Chapter 4. Incumbent Behavior and Competitive Strategy Paradigm Shift; Tomomi Hamada and Tsutomu Kobashi.
Chapter 5. Explaining Short-Termism in Human Resource Management Decision Making; Juil Lee and Sang-Joon Kim.
Chapter 6. The Effect of Alliance Managers' Role Enactments on Alliance Performance Under Conditions of Misalignment; Jeffrey L. Cummings and Dave Luvison.
Chapter 7. Civil Engineers' Motivators and National Culture; Atilla Damci, David Arditi, and Gul Polat.
Chapter 8. A Behavioral View of Business Modeling; Arash Najmaei.
About the Contributors.
Index.