All Stories

  1. A Behavioral Understanding of Investment Horizon and Firm Performance
  2. Missing the point of the practice-based view
  3. A test whether R&D associates with measures of firm risk.
  4. A Better Way of Managing Major Risks: Strategic Risk Management
  5. Operations management and the resource based view: Another view
  6. Social, Behavioral, and Cognitive Influences on Upper Echelons During Strategy Process
  7. Enterprise Risk Management: Review, Critique, and Research Directions
  8. Risk Taking
  9. Towards a practice‐based view of strategy
  10. A comparison of alternative measures of organizational aspirations
  11. Enterprise Risk Management: Review, Critique, and Research Directions
  12. Looking under the Lamppost? A Research Agenda for Increasing Enterprise Risk Management’s Usefulness to Practitioners
  13. Can Strategic Risk Management Contribute to Enterprise Risk Management? A Strategic Management Perspective
  14. How would behavioral strategy scholarship lead to prescription?
  15. Decision Making
  16. Towards a Practice Based View of Strategy
  17. Comparing Aspiration Models: The Role of Selective Attention
  18. Explaining temporal orientation: Evidence from the durability of firms' capital investments
  19. Cost reduction vs innovative search in R&D
  20. Looking at prospect theory
  21. Business cycle management and firm performance
  22. A Prospect Theory Model of Resource Allocation
  23. Assessing the dynamic capabilities view: spare change, everyone?
  24. Strategic business cycle management and organizational performance: a great unexplored research stream
  25. Assessment of Organizational Trust: Italian Adaptation and Factorial Validity of the Organizational Trust Inventory
  26. Incentives to Cheat: The Influence of Executive Compensation and Firm Performance on Financial Misrepresentation
  27. Assumptions of Rationality and Equilibrium in Strategy Research: The Limits of Traditional Economic Analysis
  28. Putting Rational Blinders Behind Us: Behavioural Understandings of Finance and Strategic Management
  29. Why do gas prices vary, or towards understanding the micro-structure of competition
  30. The free cash flow hypothesis for sales growth and firm performance
  31. The relative influence of industry and corporation on business segment performance: an alternative estimate
  32. Debating Rationality: Nonrational Aspects of Organizational Decision Making
  33. What does a small corporate effect mean? A variance components simulation of corporate and business effects
  34. What does a small corporate effect mean? A variance components simulation of corporate and business effects
  35. Spinning a Complex Web: Links between Strategic Decision Making Context, Content, Process, and Outcome
  36. Toward a Model of Risk in Declining Organizations: An Empirical Examination of Risk, Performance and Decline
  37. Organizational Trust Inventory—Short Form
  38. Organizational Trust Inventory
  39. Critical factors affecting the planning and implementation of major projects
  40. Paradox or At Least Variance Found: A Comment on “Mean-Variance Approaches to Risk-Return Relationships in Strategy: Paradox Lost”
  41. Response Dear Editor
  42. Risk-return associations: Paradox or artifact? An empirically tested explanation
  43. On using event-study methodology in strategic management research
  44. Deadlines, routines, and change
  45. A comparison of behavioral and conventional conceptions of investment
  46. Do forecasts produced by organizations reflect anchoring and adjustment?
  47. Corporate planning and capital investment
  48. Task Environments and Budgetary Decision Making
  49. Budget Development in OMB: Aggregate Influences of the Problem and Information Environment
  50. Trust, Transaction Cost Economics, and Mechanisms
  51. Prospect Theory
  52. Mechanisms and Empirical Research
  53. Looking under the Lamppost? A Research Agenda for Increasing Enterprise Risk Management’s Usefulness to Practitioners
  54. The Organizational Trust Inventory (OTI): Development and Validation
  55. Strategic decision making.