A Review on Behavioral Strategy Studies within Forest Products Industry

Year 2020, Volume: 8 Issue: 1, 1002 - 1019, 31.01.2020

Hasan Serin , Muhammet Durgun , Sadegül Durgun

https://doi.org/10.29130/dubited.642464

Cited By: 3

Abstract

In strategic management field based on firm heterogeneity, economic approaches adopting rationality have always been at dominant roles. However, the fact firms do not act in some strategic situations in a way predicted by these approaches show requirement of a different approach. Based basically on the truth that people exhibit bounded rationality, this approach called as behavioral strategy aims to present psychological and realistic grounds of strategic management theory and practices. In this aspect this subfield of strategic management discipline has achieved to attract attention of researchers tremendously in recent years.

There are behavioral strategy studies within forest products industry that have been research subject in various sectors and organization types. In this article behavioral strategy studies within forest products industry have been reviewed. In first section of article different perspectives on behavioral strategy have been revealed. Following, with a triple classification such as reductionist, pluralist and contextualist, studies done within forest products industry have been examined. Lastly, article has been concluded with some suggestions for behavioral strategy studies in forest products business administration.

Keywords

Behavioral strategy, Psychology, Cognition, Forest products industry

Orman Ürünleri Sanayindeki Davranışsal Strateji Çalışmaları Üzerine Bir Derleme

Abstract

Firma heterojenliği üzerine kurulu olan stratejik yönetim alanında rasyonelliği başa koyan ekonomik yaklaşımlar her zaman baskın rolde olmuşlardır. Bununla birlikte firmaların bazı stratejik durumlarda bu yaklaşımların öngördüğü şekilde hareket etmemeleri, farklı bir yaklaşımın gerekliliğini göstermiştir. Davranışsal strateji olarak adlandırılan bu yaklaşım, temelde insanların sınırlı rasyonellik sergiledikleri olgusuna dayanarak stratejik yönetim teori ve uygulamalarının psikolojik ve gerçekçi temellerini ortaya koymayı amaçlamaktadır. Stratejik yönetim disiplininin bu alt alanı bu yönüyle, son yıllarda araştırmacıların ilgisini muazzam derecede çekmeyi başarmıştır.

Çeşitli sektör ve örgütlerde araştırma konusu yapılan davranışsal strateji çalışmaları orman ürünleri sanayinde de görülmektedir. Bu makalede orman ürünleri sanayindeki davranışsal strateji çalışmaları derlenmiştir. Makalenin ilk bölümünde davranışsal stratejiye yönelik çeşitli görüşlere yer verilmiştir. Ardından indirgemeci, çoğulcu ve bağlamsalcı şeklinde üçlü sınıflandırmayla orman ürünleri sanayinde yapılmış çalışmalar incelenmiştir. Son olarak ise orman endüstri işletmeciliğindeki davranışsal strateji çalışmalarına yönelik bazı öneriler ile makale sonlandırılmıştır.

Keywords

Davranışsal strateji, Psikoloji, Biliş, Orman ürünleri sanayi

References

• [1] H. Ülgen ve K. S. Mirze, İşletmelerde Stratejik Yönetim, 5. baskı, İstanbul, Türkiye: Beta Basım Yayım Dağıtım, 2010.
• [2] R. Nag, D. C. Hambrick and M. J. Chen, “What is strategic management, really? Inductive derivation of a consensus definition of the field,” Strateg. Manag. J., vol. 28, no. 9, pp. 935-955, 2007.
• [3] J. S. Bain, Barriers to New Competition: Their Character and Consequences In Manufacturing Industries, Cambridge, MA: Harvard University Press, 1956.
• [4] E. T. Penrose, The Theory Of The Growth Of The Firm. Oxford, UK: Oxford University Press, 1959.
• [5] J. A. Schumpeter, The Theory Of Economic Development: An Inquiry Into Profits, Capital, Credit, Interest, And The Business Cycle, Piscataway, NJ: Transaction Books, 1934.
• [6] T. C. Powell, D. Lovallo and C. R. Fox, “Behavioral strategy,” Strateg. Manag. J., vol. 32, no.13, pp. 1369-1386, 2011.
• [7] P. Bromiley and D. Rau, “How would behavioral strategy scholarship lead to prescription?,” J. Bus. Econ., vol. 84, no. 1, pp. 5-25, 2014.
• [8] G. Gavetti, D. A. Levinthal and W. Ocasio, “Neo-carnegie: the carnegie school’s past, present, and reconstructing for the future,” Organ. Sci., vol. 18, no. 3, pp. 523-536, 2007.
• [9] H. Serin, M. Durgun ve S. Durgun, “James g. march: yönetim ve örgüt çalışmalarında örnek bir figür,” Sosyal, Beşeri ve İdari Bilimler-4 Alanında Yeni Ufuklar, Ankara, Türkiye: Gece Kitaplığı, 2019, böl. 2, ss. 29-50.
• [10] M. Augier, C. Fang ve V. P. Rindova, “Introduction–behavioral strategy: a quick account,” in Behavioral Strategy in Perspective (Advances in Strategic Management), vol. 39, Bingley, UK: Emerald Publishing Limited, 2018, ch. 1, pp. 1-10.
• [11] D. C, Hambrick and P. A. Mason, “Upper echelons: the organization as a reflection of its top managers,” Acad. Manag. Rev., vol. 9, no. 2, pp. 193-206, 1984.
• [12] R. M. Cyert and J. G. March, A Behavioral Theory of the Firm, Englewood Cliffs, NJ: Prentice Hall, 1963.
• [13] R. R. Nelson and S. G. Winter, An Evolutionary Theory of Economic Change, Cambridge, MA: Harvard University Press, 1982.
• [14] D. A. Levinthal, “Adaptation on rugged landscapes,” Manag. Sci., vol. 43, no. 7, pp. 934-950, 1997.
• [15] J. G. March, “Rationality, foolishness, and adaptive intelligence,” Strateg. Manag. J., vol. 27, no. 3, pp. 201-214, 2006.
• [16] S. E. Jackson and J. E. Dutton, “Discerning threats and opportunities,” Adm. Sci. Q., vol. 33, no. 3, pp. 370-387, 1988.
• [17] J. F. Porac and H. Thomas, “Taxonomic mental models in competitor definition,” Acad. Manag. Rev., vol. 15, no. 2, pp. 224-240, 1990.
• [18] C. K. Prahalad and R. A. Bettis, “The dominant logic: a new linkage between diversity and performance,” Strateg. Manag. J., vol. 7, no. 6, pp. 485-501, 1986.
• [19] G. Gavetti, “Toward a behavioral theory of strategy,” Organ. Sci,, vol. 23, no. 1, pp. 267-285, 2012.
• [20] S. G. Winter, “Purpose and progress in the theory of strategy: comments on gavetti,” Organ. Sci., vol. 23, no. 1, pp. 288-297, 2012.
• [21] D. A. Levinthal, “A behavioral approach to strategy-what's the alternative?,” Strateg. Manag. J., vol. 32, no. 13, pp. 1517-1523, 2011.
• [22] J. G. March, “Some thoughts on the development of disciplines, with particular attention to behavioral strategy,” in Behavioral Strategy in Perspective (Advances in Strategic Management), vol. 39, Bingley, UK: Emerald Publishing Limited, 2018, ch. 2, pp. 13-21.
• [23] D. Lovallo and O. Sibony, “The case for behavioral strategy,” in McKinsey Quarterly, vol. 2, no. 1, pp. 30-43, 2010.
• [24] H. R. Greve, “Microfoundations of management: behavioral strategies and levels of rationality in organizational action,” Acad. Manag. Perspect., vol. 27, no. 2, pp. 103-119, 2013.
• [25] O. Sibony, D. Lovallo and T. C. Powell, “Behavioral strategy and the strategic decision architecture of the firm,” Calif. Manag. Rev., vol. 59, no. 3, pp. 5-21, 2017.
• [26] D. C. Hambrick and C. Crossland, “A strategy for behavioral strategy: appraisal of small, midsize, and large tent conceptions of this embryonic community,” in Behavioral Strategy in Perspective (Advances in Strategic Management), vol. 39, Bingley, United Kingdom: Emerald Publishing Limited, 2018, ch. 3, pp. 23-39.
• [27] A. H. Aydın, S. Durgun ve M. Durgun, “Davranışsal kamu yönetimi: yöntemsel ve teorik düzlemlerde bir inceleme,” J. Acad. Value Stud., c. 5, s. 4, ss. 528-542, 2019.
• [28] T. C. Powell, “Strategy as diligence: putting behavioral strategy into practice,” Calif. Manag. Rev., vol. 59, no. 3, pp. 162-190, 2017.
• [29] M. Augier and N. Dew, “A behavioral (simonian) perspective on (behavioral) strategic management research,” Behavioral Strategy in Perspective (Advances in Strategic Management), vol. 39, Bingley, UK: Emerald Publishing Limited, 2018, ch. 5, pp. 51-67.
• [30] J. D. Westphal, “Decoupling and intergroup dynamics in behavioral strategy, and a more integrative alternative,” Behavioral Strategy in Perspective (Advances in Strategic Management, Vol. 39), Bingley, United Kingdom: Emerald Publishing Limited, 2018, ch. 4, pp. 41-50.
• [31] W. Doniger, “Reductionism,” in Merriam-Webster's Encyclopedia of World Religions, Springfield, MA: Merriam-Webster, 1999, pp. 911.
• [32] M. Ruse, “Reductionism,” in The Oxford Companion to Philosophy, Oxford, UK: Oxford University Press, 2005, pp. 793.
• [33] R. L. Ackoff, Redesigning the Future: A Systems Approach to Societal Problems, Hoboken, NJ: John Wiley & Sons, 1974.
• [34] M. Proudfoot and A. R. Lacey, The Routledge Dictionary of Philosophy. 4th ed., Abingdon, United Kingdom: Routledge, 2009, pp. 343.
• [35] P. E. Tetlock, “Some thoughts on fourth-generational models of social cognition,” Psychol. Inq., vol. 1, no. 3, pp. 212-214, 1990.
• [36] R. Roll, “The hubris hypothesis of corporate takeovers,” J. Bus., vol. 59, no. 2, pp. 197-216, 1986.
• [37] C. Camerer and D. Lovallo, “Overconfidence and excess entry: an experimental approach,” Am. Econ. Rev., vol. 89, no. 1, pp. 306-318, 1999.
• [38] S. Hall, D. Lovallo and R. Musters, “How to put your money where your strategy is,” McKinsey Quarterly, no. March, pp. 1-12, 2012.
• [39] P. Rosenzweig, The Halo Effect:... And the Eight Other Business Delusions that Deceive Managers, New York, NY: Simon and Schuster, 2007.
• [40] G. Filbeck, R. F. Gorman and D. C. Preece, “Behavioral aspects of the intra-industry capital structure decision,” J. Financ. Strateg. Decis., vol. 9, no. 2, pp. 55-67, 1996.
• [41] J. Patel, R. Zeckhauser. and D. Hendricks, “The rationality struggle: illustrations from financial markets,” Am. Econ. Rev., vol. 81, no. 2, pp. 232-236, 1991.
• [42] G. A. Quattrone and A. Tversky, “Contrasting rational and psychological analyses of political choice,” Am. Political Sci. Rev., vol. 82, no. 3, pp. 719-736, 1988.
• [43] J. H. Michael and C. D. Ray, “Management decisions in the forest products industry: where good companies go astray,” Forest Prod J, vol. 58, no.10, pp. 6-14, 2008.
• [44] D. Kahneman, P. Slovic and A. Tversky, Judgment under Uncertainty: Heuristics and Biases, Cambridge, United Kingdom: Cambridge University Press, 1982.
• [45] E. J. Zajac and M. H. Bazerman, “Blind spots in industry and competitor analysis: implications of interfirm (mis) perceptions for strategic decisions,” Acad. Manag. Rev., vol. 16, no. 1, pp. 37-56, 1991.
• [46] B. M. Staw, “The escalation of commitment to a course of action,” Acad. Manag. Rev., vol. 6, no. 4, pp. 577-587, 1981.
• [47] L. D. Parker, “Social and environmental accountability research: a view from the commentary box,” Account. Auditing Account. J., vol. 18, no. 6, pp. 842-860, 2005.
• [48] A. G. Scherer, “Pluralism and incommensurability in strategic management and organization theory: a problem in search of a solution,” Organ., vol. 5, no. 2, pp. 147-168, 1998.
• [49] C. Knudsen, “Pluralism, scientific progress, and the structure of organization theory,” in The Oxford Handbook of Organization Theory, Oxford, UK: Oxford University Press, 2003, ch.9, pp. 262-288.
• [50] W. M. Cohen and D. A. Levinthal, “Absorptive capacity: a new perspective on learning and innovation,” Adm. Sci. Q., vol. 35, no. 1, pp. 128-152, 1990.
• [51] D. J. Terry and V. J. Callan, “In-group bias in response to an organizational merger,” in Group Dyn. Theory Res. Pract., vol. 2, no. 2, pp. 67-81, 1998.
• [52] G. P. Huber and K. Lewis, “Cross-understanding: implications for group cognition and performance,” Acad. Manag. Rev., vol. 35, no. 1, pp. 6-26, 2010.
• [53] M. F. Wiersema and K. A. Bantel, “Top management team demography and corporate strategic change,” Acad. Manag. J., vol. 35, no. 1, pp. 91-121, 1992.
• [54] H. Mintzberg, The Structuring Of Organizations, Englewood Cliffs, NJ: Prentice Hall, 1979.
• [55] A. P. Jacquemin and C. H. Berry, “Entropy measure of diversification and corporate growth,” J. Ind. Econ., vol. 27, no. 4, pp. 359-369, 1979.
• [56] K. Palepu, “Diversification strategy, profit performance and the entropy measure,” Strateg. Manag. J., vol. 6, no. 3, pp. 239-255, 1985.
• [57] A. L. Iaquinto and J. W. Fredrickson, “Top management team agreement about the strategic decision process: a test of some of its determinants and consequences,” Strateg. Manag. J., vol. 18, no. 1, pp. 63-75, 1997.
• [58] P. Drucker, The Practice Of Management, Abingdon, UK: Routledge, 1954.
• [59] C. R. Berger, “Beyond initial interaction: uncertainty, understanding, and the development of interpersonal relationships,” in Language and Social Psychology, Baltimore, MD: University Park Press, 1979, ch. 6, pp. 122-144.
• [60] R. L. Falcione and C. E. Wilson, “Socialization processes in organizations,” in Handbook Of Organizational Communication, Santa Barbara, CA: Praeger Publishers, 1988, ch. 11, pp. 301-338.
• [61] F. M. Jablin, “Organizational communication: an assimilation approach,” Social Cognition and Communication, Beverly Hills, CA: Sage, 1982, ch. 9, pp. 255-286.
• [62] J. W. Fredrickson, “The comprehensiveness of strategic decision processes: extension, observations, future directions,” Acad. Manag. J., vol. 27, no. 3, pp. 445-466, 1984.
• [63] K. E. Weick, “Enacted sensemaking in crisis situations,” J. Manag. Stud., vol. 25, no. 4, pp. 305-317, 1988.
• [64] N. Brunsson, “The irrationality of action and action rationality: decisions, ideologies and organizational actions,” J. Manag. Stud., vol. 19, no. 1, pp. 29-44, 1982.
• [65] W. H. Starbuck and F. J. Milliken, “Challenger: fine-tuning the odds until something breaks,” J. Manag. Stud., vol. 25, no. 4, pp. 319-340, 1988.
• [66] E. Abrahamson, “Managerial fads and fashions: the diffusion and rejection of innovations,” Acad. Manag. Rev., vol. 16, no. 3, pp. 586-612, 1991.
• [67] J. E. Dutton and J. M. Dukerich, “Keeping an eye on the mirror: image and identity in organizational adaptation,” Acad. Manag. J., vol. 34, no. 3, pp. 517-554, 1991.
• [68] J. Sonnenfeld, “Executive apologies for price fixing: role biased perceptions of causality,” Acad. Manag. J., vol. 24, no.1, pp. 192-198, 1981.
• [69] D. C. Dearborn and H. A. Simon, “Selective perception: a note on the departmental identifications of executives,” Sociometry, vol. 21, no. 2, pp. 140-144, 1958.
• [70] J. S. Falkenberg ve K. Gronhaug, “Managerial perceptions of strategy and strategy change,” Eur. Manag. J., vol. 7, no. 2, pp. 209-217, 1989.
• [71] R. Miles and C. Snow, Organizational Strategy, Structure, and Process, New York, NY: Mcgraw-Hill Book Company, 1978.
• [72] C. M. Fiol, “Managing culture as a competitive resource: an identity-based view of sustainable competitive advantage,” J Manag., vol. 17, no. 1, pp. 191-211, 1991.
• [73] J. B. Barney, “Organizational culture: can it be a source of sustained competitive advantage?,” Acad. Manag. Rev., vol. 11, no. 3, pp. 656-665, 1986.
• [74] E. K. Valentin, “Anatomy of a fatal business strategy,” J. Manag. Stud., vol. 31, no. 3, pp. 359-382, 1994.
• [75] J. Child and C. Smith, “The context and process of organizational transformation-cadbury limited in its sector,” J. Manag. Stud., vol. 24, no. 6, pp. 565-593, 1987.
• [76] A. M. Pettigrew, The Awakening Giant: Continuity and Change in Imperial Chemical Industries, Abingdon, United Kingdom: Routledge, 1985.
• [77] A. M. Pettigrew, “Context and action in the transformation of the firm,” J Manag. Stud., vol. 24, no. 6, pp. 649-670, 1987.
• [78] J. G. March and Z. Shapira, “Managerial perspectives on risk and risk taking,” Manag. Sci., vol. 33, no. 11, pp. 1404-1418, 1987.
• [79] G. Loewenstein and D. Prelec, “Anomalies in intertemporal choice: evidence and an interpretation,” Q. J. Econ., vol. 107, no. 2, pp. 573-597, 1992.
• [80] C. Camerer, G. Loewenstein and D. Prelec, “Neuroeconomics: how neuroscience can inform economics,” J. Econ. Lit., vol. 43, no. 1, pp. 9-64, 2005.
• [81] T. C. Powell, “Neurostrategy,” Strateg. Manag. J., vol. 32, no. 13, pp. 1484-1499, 2011.
• [82] H. Serin ve M. Durgun, “İşletmelerde yenilikçi yaklaşım olarak stratejik yönetim süreci,” Ziraat, Orman ve Su Ürünleri Alanında Yenilikçi Yaklaşımlar, Ankara, Türkiye: Gece Kitaplığı, 2018, böl. 3, ss. 23-42.