The Behavioral Foundations of Strategic Management

By Philip Bromiley. 2004

157 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/67ac622847e7e6a47a2289480e3a915e4f7c2ad0

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Citations in the corpus

Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research (2018, background): “…faith in managers’ rationality regarding dynamic capability development decisions would instead allow for suboptimal dynamic capability endowments (Bromiley, 2004); researchers then would predict variations in the performance effects of these capabilities as a function of environmental…”
Slack resources, firm performance, and the institutional context: Evidence from privately held European firms (2017, background): “This implies that firms need to reach a desirable or optimal level of slack to achieve high financial performance (Bromiley, 2005).”
Globalization of social entrepreneurship opportunities (2008, background): “A key idea underlying this theory of human decision making and judgment is based on simple relations, heuristics, and routines (Bromiley, 2005).”
Comparing Aspiration Models: The Role of Selective Attention (2010, unknown): “Bromiley (2004) observes that the BTOF proposes firms have aspirations along several dimensions with attention focusing on the dimensions where performance falls below aspirations, yet few if any studies allow for such multiple dimensions.”
Operations management and the resource based view: Another view (2016, background): “With bounded rationality, firms generally will not use all the potentially beneficial techniques for a variety of reasons (Bromiley, 2005).”
Understanding dynamic capabilities: progress along a developmental path (2009, background): “What A&B fail to appreciate is that dynamic capabilities research already draws significantly from the behavioral approach that A&B favor (e.g. Bromiley, 2004).”
Socioemotional Wealth as a Mixed Gamble: Revisiting Family Firm R&D Investments with the Behavioral Agency Model (2013, unknown): “In the context of strategic decision-making, it is very rare that any decision will not have a range of outcomes that include the potential for both gains and losses (Bromiley, 2009).”
Microfoundations for Strategy: A Goal-Framing Perspective on the Drivers of Value Creation (2013, background): “…the emergence of the “behavioral strategy” field (Bromiley, 2005; Gavetti, Levinthal & Ocasio, 2007; Powell et al., 2011), as well as in cognitive perspectives (e.g., Porac & Thomas, 1990; Weick, 1995) and notions such as attention allocation, escalation, learning myopia and so on (Bromiley, 2005).”
Assessing the dynamic capabilities view: spare change, everyone? (2009, background): “If we want to explain variation in firm performance by differences in firm decisions, we must allow for firms making errors (Bromiley, 2004).”
The Fog of Feedback: Ambiguity and Firm Responses to Multiple Aspiration Levels (2015, result): “The notion that an organization’s performance relative to aspiration levels has an effect on strategic decision making is consistent with many studies and observations of organizations (Bromiley, 2005; Gavetti et al., 2012; Shinkle, 2012).”