Social choices, about expenditures on government programs, or about public policy more broadly, or indeed from any conceivable set of alternatives, are determined by politics. This book is a collection of essays that tie together the fields spanned by Jeffrey S. Banks' research on this subject. It examines the strategic aspects of political decision-making, including the choices of voters in committees, the positioning of candidates in electoral campaigns, and the behavior of parties in legislatures. The chapters of this book contribute to the theory of voting with incomplete information, to the literature on Downsian and probabilistic voting models of elections, to the theory of social choice in distributive environments, and to the theory of optimal dynamic decision-making. The essays employ a spectrum of research methods, from game-theoretic analysis, to empirical investigation, to experimental testing.

Behavioral strategy continues to attract increasing research interest within the broader field of strategic management. Research in behavioral strategy has clear scope for development in tandem with such traditional streams of strategy research that involve economics, markets, resources, and technology. The key roles of psychology, organizational behavior, and behavioral decision making in the theory and practice of strategy have yet to be comprehensively grasped. Given that strategic thinking and strategic decision making are importantly concerned with human cognition, human decisions, and human behavior, it makes eminent sense to bring some balance in the strategy field by complementing the extant emphasis on the “objective’ economics-based view with substantive attention to the “subjective” individual-oriented perspective. This calls for more focused inquiries into the role and nature of the individual strategy actors, and their cognitions and behaviors, in the strategy research enterprise. For the purposes of this book series, behavioral strategy would be broadly construed as covering all aspects of the role of the strategy maker in the entire strategy field. The scholarship relating to behavioral strategy is widely believed to be dispersed in diverse literatures. These existing contributions that relate to behavioral strategy within the overall field of strategy has been known and perhaps valued by most scholars all along, but were not adequately appreciated or brought together as a coherent sub-field or as a distinct perspective of strategy. This book series on Research in Behavioral Strategy will cover the essential progress made thus far in this admittedly fragmented literature and elaborate upon fruitful streams of scholarship. More importantly, the book series will focus on providing a robust and comprehensive forum for the growing scholarship in behavioral strategy. In particular, the volumes in the series will cover new views of interdisciplinary theoretical frameworks and models (dealing with all behavioral aspects), significant practical problems of strategy formulation, implementation, and evaluation, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with potential for wider application of behavioral strategy. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the subject of behavioral strategy. Decision Making in Behavioral Strategy contains contributions by leading scholars in the field of behavioral strategy research. The 10 chapters in this volume cover a number of significant issues relating to the decision making processes, practices, and perspectives in the field of behavioral strategy, covering diverse topics such as failures in acquisitions, entrepreneurs under ambiguity, metacognition, neural correlates of emotion, knowledge flows, behavioral responses, business modeling, and alliance capability. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on decision making in behavioral strategy.

Social choices, about expenditures on government programs, or about public policy more broadly, or indeed from any conceivable set of alternatives, are determined by politics. This book is a collection of essays that tie together the fields spanned by Jeffrey S. Banks' research on this subject. It examines the strategic aspects of political decision-making, including the choices of voters in committees, the positioning of candidates in electoral campaigns, and the behavior of parties in legislatures. The chapters of this book contribute to the theory of voting with incomplete information, to the literature on Downsian and probabilistic voting models of elections, to the theory of social choice in distributive environments, and to the theory of optimal dynamic decision-making. The essays employ a spectrum of research methods, from game-theoretic analysis, to empirical investigation, to experimental testing.

Today, it is essential for leaders to interact closely within an organization’s community to effectively promote its organizational development. Understanding trust at the individual level allows for business improvement. Servant Leadership Styles and Strategic Decision Making provides the relevant theoretical framework and the latest empirical research on servant leadership styles and cognitive styles from an Eastern perspective. Featuring coverage on a variety of topics including autocratic leadership, leadership effectiveness, and organizational support, this book explores decision-making theories as moderators and mediators for leadership effectiveness. This book is designed for managers, professionals, researchers, educators, and administrators seeking current research on participative leader decision making and philosophy.