Wayne Borchardt, Takhaui Kamzabek and Dan Lovallo
A decade after Powell et al.’s (2011) seminal article on behavioral strategy, which called for models to solve real-world problems, the authors revisit the field to ask whether…
Abstract
Purpose
A decade after Powell et al.’s (2011) seminal article on behavioral strategy, which called for models to solve real-world problems, the authors revisit the field to ask whether behavioral strategy is coming of age. The purpose of this paper is to explain how behavioral strategy can and has been used in real-world settings.
Design/methodology/approach
This study presents a conceptual review with case study examples of the impact of behavioral strategy on real-world problems.
Findings
This study illustrates several examples where behavioral strategy debiasing has been effective. Although no causal claims can be made, with the stark contrast between the negative impact of biased strategies and the positive results emerging from debiasing techniques, this study argues that there is evidence of the benefits of a behavioral strategy mindset, and that this should be the mindset of a responsible strategic leader.
Practical implications
This study presents a demonstration of analytical, debate and organizational debiasing techniques and how they are being used in real-world settings, specifically military intelligence, Mergers and acquisitions deal-making, resource allocation and capital projects.
Social implications
Behavioral strategy has broad application in private and public sectors. It has proven practical value in various settings, for example, the application of reference class forecasting in large infrastructure projects.
Originality/value
A conceptual review of behavioral strategy in the wild.
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Keywords
Matteo Cristofaro, Frank Butler, Christopher Neck, Satyanarayana Parayitam and Chanchai Tangpong
Current issues of Publishers' Weekly are reporting serious shortages of paper, binders board, cloth, and other essential book manufacturing materials. Let us assure you these…
Abstract
Current issues of Publishers' Weekly are reporting serious shortages of paper, binders board, cloth, and other essential book manufacturing materials. Let us assure you these shortages are very real and quite severe.
Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).
Jacqueline M. Drew and Chantal Chevroulet
The purpose of this research is to empirically test the role of psychological contract breach in explaining the relationship between leadership style and procedural justice…
Abstract
Purpose
The purpose of this research is to empirically test the role of psychological contract breach in explaining the relationship between leadership style and procedural justice, burnout and psychological distress. This study provides important insights for police agencies who seek to positively impact, through the actions of their leaders, on both performance and psychological health of their officers. Drawing from the study findings, key recommendations for police leadership development programs are made.
Design/methodology/approach
The current study with a large sample of Australian police (N = 1763), explores the relationship between leader-member exchange (LMX) leadership style and two sets of outcomes. The first is procedural justice, an important job performance outcome related to police practice. The second outcome includes two measures of psychological health, specifically burnout and psychological distress. Psychological contract breach (PCB) is investigated in the current research as a potential mediator in the relationship between leadership and (a) job performance and (b) psychological health.
Findings
Using mediated regression analyses, high LMX leadership is associated with lower PCB, higher procedural justice and reduced psychological health impairment amongst staff. The relationship between LMX and procedural justice was fully mediated by PCB, meaning that PCB explains the relationship between LMX and procedural justice. Partial mediation was found for both psychological health outcomes. As such, leadership style has a direct relationship with psychological health, and is partly explained by PCB.
Originality/value
Very little research has considered the role of PCB in explaining how leadership style is related to job performance and psychological health outcomes in policing. To our knowledge, this is the first study that has empirically examined whether leadership style makes it more likely that a police officer will perceive PCB. And further, whether this breach is associated with reduced job performance (i.e. less procedural justice) and poorer psychological health (i.e. increased burnout and psychological distress).
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Keywords
Andrei Bonamigo, Louise Generoso Rosa, Camila Guimarães Frech and Herlandí de Souza Andrade
The purpose of this study is to recognize the empirical inhibitors of knowledge management (KM)in value co-creation in the dairy production context.
Abstract
Purpose
The purpose of this study is to recognize the empirical inhibitors of knowledge management (KM)in value co-creation in the dairy production context.
Design/methodology/approach
This study undertook a qualitative multiple-case study strategy. The datas collected comes from five players in the dairy sector that jointly co-create value. In addition to in-depth interviews with the actors, this study considers complementary documents, with reports, management flowcharts. Content analysis was conducted based on Bardin (2011).
Findings
This study identified three empirical barriers for KM in managing value co-creation in dairy production. The inhibitors observed were related to ineffective communication among stakeholders, organizational culture and high competitiveness. This study identified that sharing and KM among actors is a way to stimulate innovative solutions via value co-creation in dairy production.
Research limitations/implications
This study explores the context in the Center-South of Brazil; therefore, it is not generalizable.
Practical implications
The findings help the managers to deal with the KM inhibitors in the value co-creation context and define actions based on the strategies listed to overcome the barriers identified in dairy production. This study can also help managers to change the mindset of organizations by adding KM to the organizational culture, as it identifies existing barriers in the sector and contributes by suggesting attitudes and tools capable of overcoming such difficulties.
Social implications
Professionals in the dairy sector, especially the small rural producer, can have access to knowledge and professional training through the value co-creation among actors in the dairy sector. In this sense, the milk quality, for example, the nutritional characteristics and traceability of the milk, can be improved for the final consumer.
Originality/value
This study reveals the empirical inhibitors of KM presents in the value co-creation in the dairy production context. Additionally, insights to deal with the lack of sharing information and knowledge among multiple actors.