The paper content is embedded in both management science, especially strategic management, and cognitive psychology – mainly in terms of mental processes (such as i.e. attention, metacognition (due to the ability to apply a cognitive style), consciousness, and reasoning. It has been envisaged in a new - fangled definition that a behavioural strategy constitutes the strategy of an organization described from the managerial perspective and in terms of socio-psychological determinants. Moreover, the paper concerns the micro-foundations concept that frequently constitute theoretical explanation of phenomena at higher epistemological levels using constructs of lower epistemological levels. Considering behavioural strategies as being determined by psycho-social imponderables of managers (i.e. mental processes), they might be regarded in the context of the micro-foundation in strategic management. Consequently, the most important research questions are as follows: a) what constitutes the amalgamation of behavioural strategies’ antecedents?, b) do really mental processes influence a behavioural strategy phenomenon?, and c) which are the associations between mental processes and behavioural strategies’ elements, including potential moderators and mediators? The purpose of the paper is to present a theoretical framework ordering various perception effects regarding the influence of mental processes on managers’ decisions. The most general key finding of the theoretical framework presented is that the mental processes phenomena constitute the antecedents of behavioural strategies that influence managers’ decisions as well as it is still worth considering them and incorporating in behavioural strategies research. The method that has been used is the critical comparable analysis of literature studies and evolutionary scholars’ research.
Katarzyna Piórkowska, Wroclaw University of Economics, Poland
Stream: Economics and Management
This paper is part of the ECSS2015 Conference Proceedings (View)
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