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.
