SIMON ON ALTRUISM, NEAR DECOMPOSABILITY, AND DESIGN: EXTENSIONS ON A BEHAVIORAL APPROACH TO STRATEGIC MANAGEMENT1 Mie-Sophia Elisabeth Augier 70 Cubberley, Stanford University Stanford, CA 94305-3096 Phone: (650) 723-9898 Email:
[email protected] Saras D. Sarasvathy 3322 Van Munching Hall R.H. Smith School of Business, University of Maryland College Park, MD 20742 Phone: (301) 405-9673. Email:
[email protected] 1 Thanks to Jim March and Stuart Read for comments on the ideas in this paper; and to Herb Simon for his conversation that inspired and encouraged us to attempt this. SUMMARY This paper develops a view of strategic management that is based on the ideas of Herbert Simon in particular, and insights from the behavioral theory of the firm in general. Building on certain well-received elements of his work in strategy, we add implications from his other (rather under-studied) work, especially on altruism, near-decomposability, and design. Each of these fills an important gap at the individual, organizational, and environmental levels of analysis in mainstream strategic management theorizing today. We argue that these three extensions, when integrated, can re-shape future scholarship in strategic management in a manner consistent with key results both from the dynamic capabilities view, and the resource based view. Keywords: Behavioral Theory of the Firm; Dynamic capabilities; Opportunism; Organizations; RBV; Strategy 2 Several notable scholars of strategic management have observed and utilized important connections between issues in strategy and the behavioral ideas of Herbert Simon, Richard Cyert and James G. March. For instance, Rumelt et al (1994) noticed that “much of the modern stream of thinking about [strategic] management has its origins in the Carnegie School’s ‘behavioral’ model of the firm” (p.