Behavioral Strategy in Perspective.

Front Cover -- Behavioral Strategy in Perspective -- Copyright Page -- Contents -- List of Contributors -- Introduction - Behavioral Strategy: A Quick Account -- The Divide in Strategic Management Research -- Organizing Moves -- The Contributions in This Volume -- Notes -- References -- Part I. The Field of Behavioral Strategy and Its Evolution -- Some Thoughts on the Development of Disciplines, with Particular Attention to Behavioral Strategy -- An Incomplete History -- Tales of Success Among Tales of Failure -- The Future of Behavioral Strategy -- Rationalizing the Level of Foolishness -- Notes -- Acknowledgment -- References -- A Strategy for Behavioral Strategy: Appraisal of Small, Midsize, and Large Tent Conceptions of This Embryonic Community -- The "Small Tent" View: Behavioral Decision Research -- The "Midsize Tent" View: The Psychology of Strategy -- Differences among Strategists -- Cognitions Preceding Focal Decision-making -- Top Management Teams -- Summary -- The "Large Tent" View: The Psychology, Sociology, and Politics of Strategy -- Conclusion and One More Thing -- References -- Decoupling and Intergroup Dynamics in Behavioral Strategy, and a More Integrative Alternative -- Decoupling in Behavioral Strategy -- Intergroup Dynamics -- Reconceiving Behavioral Strategy -- References -- A Behavioral (Simonian) Perspective on (Behavioral) Strategic Management Research -- Introduction -- Perspectives on Strategic Management -- Summary of the Broad Trends in the Literature for Behavioral Strategy -- Behavioral Hopes for the Future? -- Empirically Driven -- Two-way Street Learning -- Plural Methodology -- Interdisciplinary -- Closing -- Notes -- References -- Part II. Perspectives on Behavioral Strategy and Strategizing -- From Strategy to Strategic Organization -- Notes -- References -- The Organizational Foundations of Behavioral Strategy.

The Diversity of Behavioral Phenomena -- Variability in Goals -- Variability in Representations -- Variability in Choice Process -- Multiple Rationalities -- Organization Design and its Simplifying Influence on Individual Behavior -- Sorting -- Framing -- Structuring -- A Way Forward for Behavioral Strategy -- Notes -- References -- Where to Search? -- Search as a Solution and a Problem -- Directed Search -- Broad Search -- Multiple Goals Giving Direction -- Power Giving Direction -- Cognition Giving Direction -- Environment Giving Direction -- After Finding Solutions -- Conclusion -- References -- Organizational Sensing and the Occasions for Strategizing -- Microfoundations -- Should We Consider the Other Side's Strategizing Behavior as a Black Box? -- Sensors, Organizations, and Strategy -- Categorizing Sensors, Recognizing Their Distinctive Costs and Benefits -- An Illustrative Episode: Bankruptcy Stalks IBM -- Conclusion -- Notes -- References -- bm_S0742-332220180000039008_nonid4 -- John Dewey's Tripartite Scheme for Human Nature and Conduct -- bm_S0742-332220180000039008_nonid6 -- Strategic Deliberation in a Small Group -- bm_S0742-332220180000039008_nonid8 -- Examples and Bibliographical Notes -- Hierarchical Sensing and Strategic Decision-Making -- Introduction -- A Model of Hierarchical Sensing -- Sensing -- Perception -- Interpretation -- Action -- Simulations Configuration -- Results -- Probability of Sensing -- Delay in Sensing -- Enhanced Sensing: Direct Inquiry by the CEO -- Discussion -- References -- bm_S0742-332220180000039009_nonid3 -- Model Parameters -- Bounded Rationality, Heuristics, Computational Complexity, and Artificial Intelligence -- Herbert Simon, Bounded Rationality, and Artificial Intelligence -- Computation Has Severe Constraints on Processing Time!.

Some Simplified Concepts of Intractability from Computational Complexity -- A Surprising Peek at Human Computation for TSP -- What Isn't a Heuristic? -- Computational Complexity and Organizational Intractability -- A Final Note: Can Humans Do Anything That Computers Cannot? -- Notes -- Acknowledgments -- References -- Romantics, Mercenaries, and Behavioral Rationality -- Albert Schweitzer -- Economic Rationality -- Behavioral Rationality -- Romantics and Mercenaries -- A Theory of the Second Best -- Postscript -- References -- The Three Minds of the Strategist: Toward an Agentic Perspective in Behavioral Strategy -- From a Cognitive to an Agentic Perspective on Behavioral Strategy -- The Temporal Orientations of Human Agency -- Acting Habitually: Re-enacting the Past -- Making Judgment Calls: Managing the Present -- Using Imagination: Creating the Future -- Conclusions -- References -- Praxis, Character, and Competence: From a Behavioral to a Communitarian View of the Firm -- Introduction -- Four Illustrations -- A Critique -- Organizational Character, Praxis and Distinctive Competences: A Sketch of a Communitarian View -- Discussion and Conclusions -- References -- Part III. Behavioral Strategy in Action -- Behavioral Strategy and Strategy Prescription -- Pursuing a Chimera: Developing a Useful, Unified Prescriptive Theory of Business Strategy -- Cutting the Gordian Knot: What Should Strategy Prescription Look Like? -- Mid-Range Theories of Strategy -- Understanding the Structure and Processes Inherent in Organizations and Markets -- Ways to Frame the Problem -- Stratagems That Have Been Successful or Unsuccessful -- But is This Science? -- References -- Behavioral Strategy: An Alternative Account of Superior Profitability? -- The Case of Moneyball: A Tale of (not) Judging Talents by the Look.

The Case of Capital One: A Tale of Falsifying Conventional Wisdom -- The Case of DFJ: A Tale of Searching for Homerun Startups by Becoming A Magnet -- Conclusion -- Notes -- ACKNOWLEDGMENT -- References -- Behavior in Behavioral Strategy: Capturing, Measuring, Analyzing -- The Tension between Exploration and Exploitation -- The Theory -- A Behavioral Measure of Exploration and Exploitation -- Limited Resources -- Minimal Information -- Valid Feedback -- Rugged Landscape -- Exploration and Exploitation as Two Ends of Continuum -- Managerial Serendipity -- Strategic Risk-taking -- The Theory -- A Behavioral Measure of Risk and Ambiguity -- Experimental Procedure -- Analyzing Behavioral and Self-reported Data -- Behavioral Data -- Self-reported Data -- Discussion -- Notes -- Acknowledgements -- References -- Further Reading -- Appendix -- Confidence -- Action Bias -- Teaching Strategists to Take Advantage of What Happens -- The Origins of Contemporary Ideas about Strategic Management -- Using Simple Abstractions to Interpret Complex Realities -- More Realistic Theory Appears -- Industrial Economics Asserts the Value of Broad Generalizations -- How Glass Turned Into Cookies, Water, and Yogurt -- What to Teach in Strategic Management Courses -- Psychological Issues -- Distorted Probabilities -- Creating Reality Through Persistent Efforts in the Face of Uncertainty -- Biased Attributions and Perceptions -- Organizational Control and Ideologies -- Helpful Procedures -- Future-Perfect Framing -- Scanning -- Experimenting -- Watching Experimental Results Carefully and Events Opportunistically -- ShadowBox Training -- Acknowledgment -- References -- Part IV. Epilogue -- Confessions of a Behavioral Strategist! -- Index.

Behavioral strategy has evolved as a field the last decades both intellectually and institutionally. This volume examines the relatively new field of behavioral strategy and its contribution to strategic management, with papers reflecting the past and present of behavioral strategy as a field, as well as possible avenues for future developments.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.