A behavioral approach to strategy—what's the alternative?

By Daniel A. Levinthal. 2011

222 citations recorded by the source corpus.

Subfields: Economics and Econometrics, General Decision Sciences, Management Science and Operations Research

View Paper: https://www.semanticscholar.org/paper/29e706e06a513cc7278a9b786d7d9ceeb55ae3c5

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Citations in the corpus

Decision making and uncertainty: The role of heuristics and experience in assessing a politically hazardous environment (2015, methodology): “As Levinthal (2011) argued, cognitive models of strategic decision-making should be premised neither on expectations of omnipotence, nor of overwhelming limitations (see also Winter 2012a).”
Cash is surprisingly valuable as a strategic asset (2014, background): “The two theories are not necessarily mutually exclusive (Levinthal, 2011).”
The Theory-Based View: Economic Actors as Theorists (2017, unknown): “6 also yielded neo-behavioral theories of the firm and strategy (e.g., Bromiley, 20095 Gavetti et al., 2007; Levinthal, 2011; Powell et al., 2011; Sibony et al., 2017), which emphasize decision biases or highlight simple heuristics, distant search or association as vehicles to target value creation ”
Economic Opportunity and Evolution: Beyond Landscapes and Bounded Rationality (2013, background): “Some have argued that behavior and “rationality” on this landscape is a process (Levinthal, 2011; also see March, 1994; Simon, 1978), thus emphasizing mechanisms such as experiential learning and environmental feedback—while yet others have recently focused on how novelty and opportunity might…”
Behavioral antecedents of coopetition: A synthesis and measurement scale (2020, background): “The behavioral approach to strategy views both behavioral and rational mechanisms for executing strategic choices as connected (Levinthal, 2011).”
Emotions in strategic organization: Opportunities for impactful research (2012, background): “Levinthal (2011) noted that many strategic management challenges involve ill-specified alternatives and coarse-grained representations of strategic issues with a high level of uncertainty and ambiguity.”
The Origin of Failure: A Multidisciplinary Appraisal of the Hubris Hypothesis and Proposed Research Agenda (2014, background): “…foundations of management research have been made in the past decade through intense conversation in international venues and journals (Levinthal, 2011; Powell, Lovallo, & Fox, 2011), we believe that the time has come to detect and clarify, in a systematic fashion, how the use of the…”
Organizational Structure, Information Processing, and Decision-Making: A Retrospective and Road Map for Research (2020, background): “Although there is interest in organization-level implications (Knudsen & Srikanth, 2014; Martignoni, Menon, & Siggelkow, 2016; Puranam & Swamy, 2016), the focus is on the individual actor—the strategist, the manager, and the “cognizer”—whose own perspective (based on mental representations, beliefs,”
Regulatory focus as a psychological micro-foundation of leaders' exploration and exploitation activities (2015, background): “Psychological theories can explain a different part of the variance than economic/organizational theories (Levinthal, 2011; Powell et al., 2011).”
Entrepreneurial failure: Statistical and psychological explanations (2016, background): “(p. 1371) If the pursuit of competitive advantage is inherently behavioral, as Levinthal (2011) argues, then psychologically-informed research will bring new insights to strategic management scholarship, while allowing the field to speak more effectively to practitioners.”