Behavioral Strategy

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