BS trajectories – from MD and non-MD* research
| Theme(s) | Definition(s) | Future avenues | Potential research questions | Suggested methodologies |
|---|---|---|---|---|
| Positive heuristics | The view that simple rules can be more effective or the only feasible option in given situations for making appropriate decisions, considering their effectiveness beyond ideological prejudices | New cutting-edge theories, methodologies and tools may enhance the evaluation of heuristics’ final effects on differentiated business contexts as well as offer new ways of integrating heuristics and disruptive solutions for achieving outstanding decision quality | Which common business context characteristics trigger positive heuristics acquisition? | Decision experiments with control groups |
| What is the definitive effect of individual heuristics, generated by different organizational identities, on corporate strategy change? | Field studies, multivariate statistics | |||
| Does managers’ self-confidence help to overcome a firm’s status quo and catch business opportunities in a changing environment? | Interpretive histories, ethnography, hermeneutics | |||
| Which Artificial Intelligence tools enhance the positive effect on decision quality of positive heuristics? | Hypothesis testing, decision experiments, simulation, neural methods | |||
| Context-embedded mental processes | Individuals’ cognitive capacities reflect the social, cultural and physical contexts in which they are asked to make decisions | Fostering the adoption of a multi-paradigmatic approach to comprehensively investigate the integration of both individual and collective psychology in organizations | Which business context characteristics favor scaling-up from certain individual cognitive capacities to collective behaviors and vice versa? | Field studies, multivariate statistics |
| How to categorize cognitive and social influences on the strategy process?* | Interpretive histories, ethnography, grounded theorizing hermeneutics, textual analysis, discourse analysis, semiotics cases | |||
| Non-conventional thinking | The ability of decision-makers to imagine new possibilities and solve complex problems by combining ideas using both intuition and rationality and frame this interplay as a sustainable and virtuous tension | Adopting innovative tools that can allow BS scholars to untangle the executive’s black box | Which are the cases where rational or intuitive-driven decision-making processes are employed? | Neural methods |
| What are the cases where a rational or intuitive-driven decision-making process is more effective? | Hypothesis testing, decision experiments, simulation mathematical and computational modeling, neural methods | |||
| Cognitive evolutionary triggers | Series of external stimuli (e.g. dramatic and unpredictable business situations) that push the cognitive abilities of decision-makers to evolve as a direct consequence of such situations | Evaluating the impact of recent and unpredictable global challenges, working as exogenous triggers, on cognitive mechanisms of strategists | What are the impacts of the pandemic on managers’ cognitive abilities in strategic decision-making processes? | Mathematical and computational modeling |
| What are the impacts of climate change on managers’ cognitive abilities in strategic decision-making processes? | Mathematical and computational modeling | |||
| What are the commonalities among cognitive evolutionary triggers? | Mathematical and computational modeling | |||
| How do categorize cognitive evolutionary triggers impacting the strategic decision-making process?* | Interpretive histories, ethnography, grounded theorizing hermeneutics, textual analysis, discourse analysis, semiotics cases | |||
| Debiasing strategies | Corporate practices to reduce the negative effect of specific cognitive biases on corporate strategic decision-making process | Identifying debiasing strategies and evaluating their effectiveness | What are effective debiasing strategies to improve strategic decision-making quality?* | Hypothesis testing, decision experiments, simulation, mathematical and computational modeling, neural methods |
| How to break organizational barriers toward an effective implementation of debiasing strategies?* | Field studies, event studies, multivariate statistics, cases, mixed methods | |||
| Behavioral theories for new strategic challenges | Theories explaining human behaviors in times of external changes that generate strategic challenges for firms | Exploiting and adapting behavioral theories to manage recent strategic challenges | Which are the behavioral theories most suitable for firms to address recent strategic challenges?* | Hypothesis testing, decision experiments, simulation, mathematical and computational modeling, neural methods |
| How to adapt behavioral theories to help firms address recent strategic challenges?* | Hypothesis testing, decision experiments, simulation, mathematical and computational modeling, neural methods |
| Theme(s) | Definition(s) | Future avenues | Potential research questions | Suggested methodologies |
|---|---|---|---|---|
| Positive heuristics | The view that simple rules can be more effective or the only feasible option in given situations for making appropriate decisions, considering their effectiveness beyond ideological prejudices | New cutting-edge theories, methodologies and tools may enhance the evaluation of heuristics’ final effects on differentiated business contexts as well as offer new ways of integrating heuristics and disruptive solutions for achieving outstanding decision quality | Which common business context characteristics trigger positive heuristics acquisition? | Decision experiments with control groups |
| What is the definitive effect of individual heuristics, generated by different organizational identities, on corporate strategy change? | Field studies, multivariate statistics | |||
| Does managers’ self-confidence help to overcome a firm’s status quo and catch business opportunities in a changing environment? | Interpretive histories, ethnography, hermeneutics | |||
| Which Artificial Intelligence tools enhance the positive effect on decision quality of positive heuristics? | Hypothesis testing, decision experiments, | |||
| Context-embedded mental processes | Individuals’ cognitive capacities reflect the social, cultural and physical contexts in which they are asked to make decisions | Fostering the adoption of a multi-paradigmatic approach to comprehensively investigate the integration of both individual and collective psychology in organizations | Which business context characteristics favor scaling-up from certain individual cognitive capacities to collective behaviors and vice versa? | Field studies, multivariate statistics |
| How to categorize cognitive and social influences on the strategy process?* | Interpretive histories, ethnography, grounded | |||
| Non-conventional thinking | The ability of decision-makers to imagine new possibilities and solve complex problems by combining ideas using both intuition and rationality and frame this interplay as a sustainable and virtuous tension | Adopting innovative tools that can allow BS scholars to untangle the executive’s black box | Which are the cases where rational or intuitive-driven decision-making processes are employed? | Neural methods |
| What are the cases where a rational or intuitive-driven decision-making process is more effective? | Hypothesis testing, decision experiments, | |||
| Cognitive evolutionary triggers | Series of external stimuli (e.g. dramatic and unpredictable business situations) that push the cognitive abilities of decision-makers to evolve as a direct consequence of such situations | Evaluating the impact of recent and unpredictable global challenges, working as exogenous triggers, on cognitive mechanisms of strategists | What are the impacts of the pandemic on managers’ cognitive abilities in strategic decision-making processes? | Mathematical and computational |
| What are the impacts of climate change on managers’ cognitive abilities in strategic decision-making processes? | Mathematical and computational | |||
| What are the commonalities among cognitive evolutionary triggers? | Mathematical and computational | |||
| How do categorize cognitive evolutionary triggers impacting the strategic decision-making process?* | Interpretive histories, ethnography, grounded | |||
| Debiasing strategies | Corporate practices to reduce the negative effect of specific cognitive biases on corporate strategic decision-making process | Identifying debiasing strategies and evaluating their effectiveness | What are effective debiasing strategies to improve strategic decision-making quality?* | Hypothesis testing, decision experiments, simulation, mathematical and computational modeling, neural methods |
| How to break organizational barriers toward an effective implementation of debiasing strategies?* | Field studies, event studies, multivariate | |||
| Behavioral theories for new strategic challenges | Theories explaining human behaviors in times of external changes that generate strategic challenges for firms | Exploiting and adapting behavioral theories to manage recent strategic challenges | Which are the behavioral theories most suitable for firms to address recent strategic challenges?* | Hypothesis testing, decision experiments, simulation, mathematical and computational modeling, neural methods |
| How to adapt behavioral theories to help firms address recent strategic challenges?* | Hypothesis testing, decision experiments, simulation, mathematical and computational modeling, neural methods |
Source(s): Own elaboration
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