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 subfield 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
nonprofit 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.
Culture and Behavioral Strategy contains contributions by leading
scholars in the field of behavioral strategy research. The 10 chapters
in volume deal with a number of significant issues relating to the
intersection of culture and behavioral strategy, covering topics such as
cultural diversity and strategic choice, the cultural intelligence of
executives, business model innovation in entrepreneurship, paradoxical
frames in culture and behavioral strategy, culture in M&As, network
citizenship behavior, and organizational routines. 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 confluence of culture and behavioral strategy.
