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The recent surge in behavioral studies on the coordination mechanisms in supply chains (SCs) and advanced methods highlights the role of SC coordination (SCC) and behavioral issues associated with improving the performance of the operations. This study aims to critically review the behavioral aspect of channel coordination mechanisms.

Following a systematic literature review methodology, the authors adopt a combination of bibliometric (to reflect the current state of the field), content (using Leximancer data mining software to develop thematic maps) and theory-oriented qualitative analyzes that provide a holistic conceptual framework to unify the literature’s critical concepts.

The analysis confirms the plethora of risk-oriented publications, demonstrating that the second largest category of studies is concerned with social preferences theory. Most studies were based on experiments, followed by analytical modeling, revealing the impact of heuristics and individual preferences in SC decisions and suggesting promising managerial and theoretical avenues for future research.

The study sheds light on behavioral decision theories applied to SC coordination by categorizing the literature based on the adopted theories. The methodological contributions include using automated content analysis and validating the outcome by interviewing leading scholars conducting active research on “behavioral operations management and SC contracts.” The authors also propose several directions for future research based on the research gaps.

The general theory of behavioral strategies includes a set of propositions supporting alternative configurations of objectives, contextual features, and beliefs/assessments by executives. The theory includes the outcomes of selections of specific decision alternatives. Building behavioral-strategy models in contexts enriches one or more goals of science and practice: description, understanding, prediction, and influence/control. This chapter is a primer to the general theory. A brief review of relevant empirical studies supports the general theory. The empirical studies include the use of alternative data collection and analytically tools including true field experiments, think aloud methods, long interviews, statistical hypothesis testing, ethnographic decision tree modeling, and building and testing algorithms (e.g., qualitative comparative analysis, QCA). The general theory is the blending of cognitive science, economics, marketing, psychology, and implemented practices in explicit contexts. Consequently, behavioral-strategy theory is distinct from context-free microeconomics, market-driven, and competitor-only decision-making. Capturing and reporting contextually driven alternative routines to strategy setting by a compelling set of propositions represents what is particularly new and valuable about the general theory. The general theory serves as a useful foundation for advances theory and improving the practice of implemented strategies.

The success of multinational enterprises (MNEs) is at least as much a function of management ability and behavior as it is of industry characteristics or environmental factors. These managers display human limitations that affect judgment. Yet International business (IB) researchers tend to ignore management in their research, treating the firm as a black box. To the extent top management team (TMT) is considered, rational behavior in classical economic sense is assumed. Behavioral elements were studied by others in different fields. Clearly, managers behave according to different rules than those assumed in much of the IB literature. Further, managers are not part of a herd but unique. The result of such a lacuna is that theory fails to predict actual behavior and does not allow best guidance for policy options. The chapter summarizes research on behavioral decision making and calls for its application in future research in international business.

The success of multinational enterprises (MNEs) is at least as much a function of management ability and behavior as it is of industry characteristics or environmental factors. MNE managers, like all managers, display human limitations, e.g., overconfidence that affect judgment. Yet IB researchers still tend to ignore management in their research, treating the firm as a black box. To the extent that the top management team is considered, rational behavior in the classical economic sense is assumed, yet, clearly, managers behave according to different rules than those assumed in much of the IB literature. Further, managers are not part of a herd, but unique. The result of such a lacuna is that theory fails to predict actual behavior and does not allow best guidance for policy options. The paper summarizes research on behavioral decision making and calls for its application in future research in international business.

Referring to “behavioural finance” and “normative model” theories, this study explores the relative significance of behavioural heuristic biases in the investment decisions of real estate investment trusts (REITs) when compared with the conventional normative decision factors, with an ultimate aim to identify the significant behavioural factors that should be avoided to ensure rational asset acquisitions and market efficiency.

A triangulation approach was adopted. Qualitative multiple case studies were conducted, with four cases selected from Australian and New Zealand REITs across the industry, to identify what normative and behavioural finance factors are involved in investment decisions. This formed the basis for the subsequent expert review survey to explore how significant the behavioural factors were manifested in the judgement when compared with the normative factors.

Three out of four theoretical behavioural factors manifested themselves in the investment decisions: investor sentiment, anchoring factors and overconfidence. The overall impact of these three behavioural factors was that they were as significant as normative factors in investment decisions. The heuristic availability of information was found to have no significant effect on experienced REIT fund managers.

The findings were based on four multiple cases and an expert review survey of six frontline fund managers, which form a baseline upon which further research can be conducted to widen the scope of research to cover all REITs in Australasia so that the results can become more robust to benefit the entire market in the region.

As behavioural factors are significant in the decision-making process, REIT fund managers should raise awareness to avoid the significant behavioural factors identified, in particular investor sentiment, which was found to be the most significant one.

This study confirms the relative significance of behavioural factors in property investment decisions within the context of Australasian REITs and alerts fund managers to the ways they should follow to ensure rational investments and market efficiency. It also extends the scale of existing studies to cover not only Australia but also New Zealand for the benefit of the entire Australasian market.

This paper aims to study the decision‐making processes of Portuguese tourists traveling to South America and Africa destinations by developing a conceptual framework that focuses on information sources, motivations, perceptions, satisfactions, and behavioral intentions.

The study applies a structural model that looks to explain the factors behind decision making and the relationships present. The relationships are observed in detail through the application of a categorical principal component analysis.

The results of the empirical study show that behavioral intentions precede emotional and cognitive satisfaction, which in turn, are explained through perceptions and motivations. Tourists perceive tourism destinations as places of leisure although little information is available on existing facilities and core attractions.

The study has the restriction of being limited to the Portuguese tourists. However, these findings open paths for further investigation, namely extending to other destinations and to tourists with different motivations.

This study contributes to the overall understanding of the decision‐making processes of tourists. Specifically, the decision processes is assess by considering two stages: the pre‐purchase stage and the post‐purchase stage. These two phases were analyzed in order to understand how people decide to travel to a certain destination.

Brain and behavioral research is a hallmark of knowledge and understanding within modern society and has taken on greater importance in the commercial context; as this area unfolds, the intersection of the science, technology and marketing is an important and topical area for exploration.

This work tracks the parallel history of the technologies and science of the brain because it grows in relevance for the study of marketing and consumer behavior. It is an historical review of the usage of technologies to measure brain activity and behavior, parallel to the development of psychological theories created to account for human decision-making from the 1940s until the present.

This essay presents a new conception of “closure” and “momentum,” as envisioned by social construction of technology and technological momentum theories, arriving at a new concept for inclusion called “convergence” which offers a multifactor explanation for the acceptance, technical implementation and its commercial application.

It is an original adaptation of theories from across several fields that yields insight into the integration of science, technology, society and business.

This article introduces the best-worst scaling object case, a quantitative method of producing individual level models of heterogeneous perceptions, for use in behavioural decision making research in projects. Heterogeneous individual perceptions refer to observed or unobserved differences between individual perceptions that impact the outcome being studied. Individual level models of perceptions are important to account for the impact of heterogeneous perceptions on measurement tasks, so they do not become an unobserved source of variance that potentially biases research inferences.

An overview of individual heterogeneity is provided highlighting the requirement for individual level models in quantitative perception measurements. A literature review is then conducted of the quantitative methods and tasks used to measure perceptions in behavioural decision making research in projects and their potential to produce individual level models.

The existing quantitative methods cannot produce the necessary individual level models primarily due to the inability to address individual level scale effects, responses styles and biases. Therefore, individual heterogeneity in perceptions can become an unobserved source of variance that potentially biases research inferences.

A method new to project management research, the best-worst scaling object case, is proposed to produce individual level models of heterogeneous perceptions. Guidance on how to implement this method at the individual level is provided along with a discussion of possible future behavioural decision making research in projects.

This article identifies a largely unacknowledged measurement limitation of quantitative behavioural decision making research in projects and provides a practical solution: implementing the best-worst scaling object case at the individual level.