Technological disruption, digital innovations, and societal changes have pushed corporate transformation to top executive agendas. While this propels the importance of a firm’s propensity and ability to divest, acquire, and collaborate, behavioral biases can significantly implicate the decision making and implementation of these strategic tasks.
This Extension highlights new insights and theories that shed light on how behavioral bias affect strategic decision making. We offer a full day program, based on three distinct, yet intertwined themes across several sessions on behavioral biases in strategic tasks. Each of the sessions will showcase various angles on the initiation of and the responses to strategic tasks. Relative to the main (track) questions, a variety of panelists combining academic and practitioner backgrounds will discuss the characteristics of strategic decisions (to be) made, as well as the behavioral characteristics of management relative to those of other active stakeholders to the decision making and implementation process will be scrutinized.
Outline of the sessions, which comprise a one-day program: the first three sessions each feature a keynote presentation which is followed by two commentary presentations from a thought leader from academia and one from practice. The fourth session revolves around a lively Roundtable format to which all Keynote and commentary speakers contribute and which will involve a plenary Q&A and discussion. At the end of the day, a social event will be hosted at one of the London Pubs to offer a great final experience to all participants.