Behavioral Strategy for Competitive Advantage

Edited by:
T. K. Das, City University of New York

A volume in the series: Research in Behavioral Strategy. Editor(s): T. K. Das, City University of New York.

Published 2018

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 literature. 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.

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