TY  - CHAP
AB  - Abstract In this chapter, I draw from theory and research on intergroup relations and decoupling to critique prevailing conceptions of behavioral strategy, and then propose a viable alternative. I suggest that prevailing definitions of behavioral strategy exclude or marginalize theoretical perspectives that should logically be included, which has (1) created undesirable ingroup/outgroup dynamics in the strategy field and (2) resulted in decoupling between behavioral strategy as defined by category leaders and the actual content of research conducted by category members. I contend that this state of affairs has likely reduced the impact of behavioral strategy on other disciplines, and also likely constrained its impact on non-academic audiences. As an alternative, I propose a more interdisciplinary approach that involves identifying behavioral mechanisms that explain how social and psychological processes at different levels of analysis interact and interrelate to affect strategy and performance.
VL  - 39
SN  - 978-1-78756-348-3, 978-1-78756-347-6/0742-3322
DO  - 10.1108/S0742-332220180000039003
UR  - https://doi.org/10.1108/S0742-332220180000039003
AU  - Westphal James D.
PY  - 2018
Y1  - 2018/01/01
TI  - Decoupling and Intergroup Dynamics in Behavioral Strategy, and a More Integrative Alternative
T2  - Behavioral Strategy in Perspective
T3  - Advances in Strategic Management
PB  - Emerald Publishing Limited
SP  - 41
EP  - 50
Y2  - 2024/04/19
ER  -