bluuebunny/crossref_metadata_2025_split huggingface dataset:
Innovation Strategy
Authors: Curmi Franco , Sammut‐Bonnici Tanya 
Published: January 2015

Abstract
Innovation strategy is the design and implementation of measures by which the organization improves or creates new products, services, and processes. Innovation ranges from the incremental improvement of existing products to a more radical approach of disrupting and reinventing industries. Radical innovation involves a much higher risk than incremental innovation. A Darwinian shake out of radical innovation is likely to occur. Incremental innovation is concerned with the gradual improvement of existing products, services, processes, competitive positions, and organizational paradigms. Open innovation gathers knowledge from sources external to the organization. Closed innovation models maintain a high degree of central control over the innovation process. The task of implementing strategic innovation requires a systematic approach to taking the organization through a stage of development and evaluation, from idea generation to testing and launch. Through the increase of global connectivity and ubiquitous information systems, analytical tools are providing marketers with real‐time feedback from global sources.
Resource‐Based View
Authors: McGee John 
Published: January 2015

Abstract
The resource‐based view is the perspective that emphasizes the key role played by resources in capabilities in the creation of competitive advantage. The general terminology or resources, skills, competences, and capabilities have been developed into a conceptually powerful language of core competences, strategic assets, and distinctive capabilities. There is a profusion of language to describe the central concept, which essentially is the underlying capability that is the distinguishing characteristic of the organization, and there is also a need to develop the concepts further to make them more operational and more measurable.
Regulation
Authors: Cave Martin 
Published: January 2015

Abstract
Regulation has a pervasive and growing effect on the economy and society. According to public interest theories, it improves welfare by enhancing economic efficiency and achieving equity goals. According to the “economic” theory of regulation, interventions are bought and sold to the highest bidder. Regulation, thus, becomes another dimension of commercial rivalry. In recent years, there has been a strong and welcome trend to subject regulation to cost–benefit tests or regulatory impact assessments.
Performance Measurement
Authors: Kenny Graham , Bourne Michael 
Published: January 2015

Abstract
This article addresses three main questions: What is performance? How should performance be measured? How can a set of organization‐level measures be translated into performance metrics for people within an organization? The article links performance to outcomes and defines performance in terms of outcomes achieved by an entity for example, an organization, a business unit, a team, or an individual. It also notes that outcome assessment is based on the perspectives of groups of stakeholders – stakeholders are central to performance assessment. Levels of analysis, organization level versus business‐unit level, also affect the relevance of particular performance measures. A brief history of individual appraisals in performance measurement is also provided as for example, an assessment of other performance evaluation methods, such as the balanced scorecard.
Venture Capital
Authors: Wright Mike 
Published: January 2015

Abstract
This article outlines a definition of venture capital as risk capital and providers of monitoring and added value. The article discusses the stages in the venture capital life‐cycle process from identifying and screening deals, through valuation, structuring, monitoring, and exit. Different types of venture capital firm are identified. A brief review of the evidence on the impact of private equity on portfolio companies is provided. Finally, evidence on the performance of venture capital funds is considered.
Product Market Diversification
Authors: Simmonds Paul 
Published: January 2015

Abstract
The matrix was developed by Ansoff and identifies a company's strategic options according to its market and product decisions. These decisions – new or existing products and new or existing markets – will lead to strategies for product development, market development, or the protection/maintenance/growth of its market shares or diversification. By adding a third dimension, decisions regarding geographic markets may also be taken into account in the identification of strategic options.
Value‐Based Strategy
Authors: Johnson Peter 
Published: January 2015

Abstract
Value‐based strategy focuses on the generation of consumer and producer surpluses that allow a business to outcompete its rivals, and to control the growth and return on the resources it deploys. This is frequently achieved by the establishment of either a relative product, price, or cost advantage. Longer term strategic thinking will anticipate the erosion of competitive advantages and the challenge of competitors. To pre‐empt these threats, it is important to identify the key future strategy enablers and blockers that will impact competitive success.
Profit Impact of Market Strategy (
PIMS
)
Authors: McKiernan Peter 
Published: January 2015

Abstract
The profit impact of market strategy program began in 1970 as a formal attempt to discover what return on investment might follow from given market structures if certain strategies were followed. Thus began an unprecedented and unrivaled series of studies (over 108 by 2004). It fed academic research for over two decades and established some fundamental generalizations about the main influences on profitability such as market share and product quality. However, there have been varied and substantial criticisms over time. These have focused primarily on the market share–profitability link where the contemporaneous publication of the Boston Consulting Group BCG growth–share matrix advocated aggressive building of market share.
Life Cycle Strategy
Authors: Channon Derek F. , McGee John , Sammut‐Bonnici Tanya 
Published: January 2015

Abstract
Life cycle strategy is developed by a firm to ensure that the demand for its discrete businesses is extended as long as feasibly possible. Life cycle strategy is based on product life cycle thinking from the field of marketing. It goes further than the scope of the product and is applied to lines of business or strategic business units that have common rivals, customer base, substitutes, capital investment, and pricing levels. The process to develop a life cycle strategy first identifies the life‐cycle position of a business as a descriptor of industry characteristics. Second, the competitive position of a business is represented across a matrix of life cycle stages and business strengths. The position of a business within its industry life cycle is determined by eight factors. They are market growth rate, market growth potential, breadth of product lines, number of competitors, distribution of market share among competitors, customer loyalty, barriers to entry, and technology.
Hypercompetition
Authors: Sammut‐Bonnici Tanya 
Published: January 2015

Abstract
Hypercompetition is created by the acceleration of competitive moves in an industry where firms must react quickly to develop their competitive advantage and to erode the advantages of competitors. The objective of hypercompetitive firms is to thrive in dynamic markets by unsettling existing standards and norms of operation, and by generating a constant flow of short‐term advantages. In hypercompetitive environments, profits and competitive advantages are temporary and will soon be challenged by the next wave of disruptors. The strategic framework for hypercompetition adopts a dynamic approach that is in tune with the intensity of change in turbulent industries. Three sets of strategy‐building tools are proposed for the analysis of competitive markets by D'Aveni. The “four arenas” explores how competition builds up in the areas of cost and quality (C–Q), timing and know‐how (T–K), strongholds (S), and deep pockets (D) referring to financial resources. The “four lenses” analysis looks at how a single competitive action affects the four arenas of an industry. The “new 7‐Ss” framework proposes a set of hypercompetitive approaches to realign strategy. The objective is to develop strategies in three categories: vision for disruption, capabilities for disruption, and tactics for disruption.
Strategizing
Authors: McGee John 
Published: January 2015

Abstract
Strategizing means simply the devising of a strategy or course of action. Strategizing has been confused with strategic planning, has been influenced by chaos theory, and has been contrasted to economizing. Strategizing taking place around markets and activities is the way firms strive to configure and reconfigure their value chains so as to capture increasing returns. Strategizing is a managerial activity and concerns the management of the firm as a whole where a balance is struck between the market‐focused activity set, the resources required, and the routines required to hold the firm together and to position it for future development.
Knowledge‐Based View
Authors: Grant Robert M. 
Published: January 2015

AbstractThe knowledge‐based view (KBV) represents a confluence of research streams concerning the role of knowledge within the firm. TheKBVoffers a rationale for the existence of the firm that is distinct from the conventional transactions cost approach. The KBV has been applied to several areas of strategic and organizational decision making including the design of organizational structures, the analysis of coordination within and among firms, and the management of strategic alliances.
Strategy in Service Industries
Authors: Segal‐Horn Susan 
Published: January 2015

Abstract
Most of the frameworks that dominate strategic management research and teaching have been derived from research into manufacturing industries. However, services differ from products. Therefore, the concepts and frameworks with which strategists' analyze industries, firms, and competition need to be changed when applied to services. The most important differences between products and services are intangibility, heterogeneity, simultaneous production and consumption, and perishability. These distinctive service characteristics mean that classic strategic frameworks, such as the value chain, have to be redesigned for service industries and firms.
Globalization of Service Industries
Authors: Segal‐Horn Susan 
Published: January 2015

Abstract
Service firms seek to benefit from the same sources of potential advantage as manufacturing firms in their international expansion. The issue is whether such benefits from international expansion are as attainable for service firms as for manufacturing firms. The historic pattern of competition in services occurred within domestic market boundaries as a result of the small‐scale, fragmented structure of service industries, and their culture‐specific patterns of demand and consumption. Scale and volume effects were limited. However, restructuring has now led to concentration replacing fragmentation in service industry structures. Homogenization of demand in services is also observable across countries. Service industries have recently been transformed: concentrated rather than fragmented; international rather than local; and capital‐intensive rather than labor‐intensive. Global strategies have become more feasible as global service firms can standardize and replicate facilities, methodologies, and procedures across locations. The larger the proportion of “back‐office” value chain activities in the service that can be separated from the location of the customer, the greater the potential benefits of globalization for service multinational companies (MNCs). It becomes possible to redesign the organization's value chain to secure scale and scope advantages in the same way as manufacturing MNCs.
Complexity Theory
Authors: Sammut‐Bonnici Tanya 
Published: January 2015

Abstract
Complexity theory provides an understanding of how systems, such as the economy and global corporations, grow, adapt, and evolve. It explains how the relationships between members of these systems give rise to the collective behavior and sheds light on how a system interacts with its environment. It does not need to have a complex explanation. The principle of Occam's razor encourages us to simplify complexity, where possible, for the study of organizational change. The discussion can be simplified by delineating the difference between complicated and complex systems. Complicated requires attention to detail whereas complexity calls for attention to the behavior of the whole system. Organization move from a complicated mode of handling day‐to‐day matters to a more complex mode of operation that evolves and adapts with its internal divisions and its environment. Complexity theory recognizes that economic and organizational phenomena are similar to those observed in science and in nature. The best way to understand the similarity is to look at the key components of complex systems: increasing returns, self‐organizing systems, continuous adaptation, sensitivity to initial conditions, and nonlinearity.
Strategic Renewal
Authors: Sammut‐Bonnici Tanya , McGee John 
Published: January 2015

Abstract
Strategic renewal is the process of change and the outcome of adjustment in strategic direction that have the potential to determine the long‐term competitivity of a firm. The objective of strategic renewal is to provide a strategic fit between a firm's internal capabilities and shift in the external environment involving technology, markets, industries, and the economy that require a change in the status quo of conducting business. There are two types of strategic renewal. Incremental renewal occurs through a series of regular adaptations to changes in the commercial environment. Transformational renewal is brought about through radical shifts in strategic management and the removal or replacement of key functions and units in the firm. There is a need for continuous strategic ambidexterity and agility for firms to survive changes by recognizing the changing reality of their external environments. Some external shifts are cataclysmic, competence destroying changes that extinguish the inner core of the firm and do not allow it to renew its business operations.
Foreign Direct Investment
Authors: Vella Mario , Sammut‐Bonnici Tanya 
Published: January 2015

Abstract

Foreign direct investment (FDI) implies a lasting interest by an enterprise resident in one country in another enterprise in another country. The estimated global flow of
FDI
for 2012 is 1.4
US
$ trillion. In the first two quarters of 2012, transition in developing countries attracted over 50% of global
FDI
for the first time. China was the largest recipient country in the same period, followed by the United States. Direct investment is viewed as a method of securing determining influence on the overseas operation. Investors tend to provide other resources such as knowledge, management techniques, technology, and marketing strategy. FDI is a strategic option for firms that undertake it and for the states that seek to attract and regulate it. Managerial players are free to make and implement strategic choices, albeit within the limits of the structural circumstances they find themselves in. The practice of
FDI
in the last quarter of the twentieth century has been growing rapidly. Three groundbreaking intellectual perspectives spurred by Coase, Hymer, and Penrose provided the initial tremors causing the paradigm to begin to shift. Until a theory of the transnational enterprise and
FDI
emerges that is capable of bridging the epistemological gap that separates its territory from that of international strategic management (ISM), Dunning's
OLI
framework will be taken to be the extant theory of transnational enterprise.
Coopetition
Authors: Sammut‐Bonnici Tanya 
Published: January 2015

Abstract
Coopetition is the occurrence of both competition and cooperation between a firm and its competitors, suppliers, distributors, partners, and regulators. The most common motives for firms to engage in coopetition are to develop larger markets, to improve industry standards, to share the costs of research and development, and to increase consumer awareness for the benefit of all the industry players. Coopetition emerges from the increasing interdependence of firms in complex markets. Coopetition between industry players may take various configurations. Cooperation may occur between partners in research and development, whilst the same partners are competing aggressively for new customers. Firms may cooperate to challenge competitors that are not part of the alliance network. Cooperation in a competitive industry occurs in complex arrangements where the boundaries between cooperation and competition overlap. The main principles of coopetition have been described in game theory, which is useful in generating strategies that are otherwise not visible or may be counterintuitive (such as building an alliance with competing firms). The insights from complexity theory that are crucial to coopetition is the high level of adaptive capacity in organizations that exhibit the characteristics of complex adaptive systems such as adaptation, self‐organization, and cooperation.
Divestiture Strategy
Authors: Bergh Donald D. 
Published: January 2015

AbstractDivestitures occur when an organization disposes of some or all of its assets. This article provides a general overview of divestiture strategy. It begins by defining divestitures and then identifies several of their more popular motives. The mechanisms for implementing divestiture are reviewed. Finally, the implications of divestiture are considered. Overall, the article provides insight into the divestiture process, including why they occur, how they are executed and what they mean for organizational stakeholders.
Strategy Implementation
Authors: Boyd Brian K. 
Published: January 2015

Abstract
Strategy implementation, also called strategy execution, is the process of shaping the myriad components of the organization such that they optimally support the firm's strategy and associated goals. Implementation emphasizes the “people” aspect of strategy, such as the design of organizational structures and the management of human capital. Contingency thinking, particularly the concept of “fit” plays a prominent role in the implementation process. One common criticism of both managers and researchers is that strategy implementation receives less emphasis and attention than strategy formulation.
Demand Analysis in Practice
Authors: Knight Ben , McGee John 
Published: January 2015

Abstract
Demand analysis is important in two ways: (i) it provides a framework for analyzing price and other influences on the sales of the firm's products and (ii) it provides a baseline for pricing products, and marketing generally, and for forecasting and manipulating demand. It is built around the price–quantity relationship and the many ways in which this relationship is manifested. The different types of demand are shown and the linkage to return on capital.
Deconstruction and Reconstruction
Authors: McGee John 
Published: January 2015

Abstract

Disintermediation is a well known phenomenon by which the proprietary links within firms that hold together the value chain give way to the coordination mechanisms of marketplaces – thus, outsourcing takes place. When this replacement of internal activities ceases to be piecemeal and becomes systematic, then we have
deconstruction
. This arises from developments in knowledge such that the conventional tacit knowledge that binds organizations together is giving way to new and explicit knowledge available more widely.
Reconstruction
is the phenomenon by which existing proprietary knowledge is applied to new (to the firm) business activities (value chains) to create new economies of scale and scope. What is changing is the tacit, idiosyncratic knowledge that sustains the firm is increasingly being made explicit, being appropriated by others, being diffused and replicated, and is becoming industrialized (i.e., being produced in large volumes at lower cost). If the tacit knowledge base of the firm were to become substitutable by external knowledge providers then the nature of the firm changes because its vertical integration and diversification patterns will become unsustainable, first eroding and then being replaced by different patterns. As knowledge changes, proprietary links give way to markets.
Innovation Blowback
Authors: Sammut‐Bonnici Tanya 
Published: January 2015

Abstract
Innovation blowback refers to the unforeseen outcomes of investments that corporations make in emerging markets. The setting up of business in new territories often encourages local companies to improve their processes, products, and performance and to create competition for the original investors, both in the local and the home markets.
Companies in emerging markets have proven to be more aggressive with innovation practices than the foreign investors. Their ability to engage in frugal, creative innovation provide them with the competitive capability to produce efficient low‐cost products. The low price of the products creates a high demand for them from the mass market at the base of the economic pyramid.
The scale of the demand for mass‐market products provides the companies in the emerging markets with new economic power. The innovative products and services that they develop quickly evolve into a major source of supply both in the emerging and the developed markets.
Diversification
Authors: Simmonds Paul 
Published: January 2015

Abstract
Over time, companies will follow an evolutionary path that, depending on their appetite for growth (organic or acquisitive), will take them from being focused on a single business activity to having a portfolio of unrelated business activities. The Model of Corporate Development has these two corporate forms at its extremes with dominant business and related diversified business companies as intermediate stages. Companies may choose not to progress beyond a particular stage and, after a general movement toward greater diversification through much of the second half of the twentieth century, the flow over the last 20 years or so has been toward greater focus.
Technology Intelligence in the Era of Open Innovation
Authors: Durand Thomas 
Published: January 2015

AbstractTI is about scanning the environment in search of scientific breakthroughs and new technological options, assessing the associated risks and potential benefits, and monitoring strategic technological moves by competitors. TI serves two processes: strategy elaboration and innovation. TI surveys both current and future technologies and tracks competitors. TI scans through publications and patent databases, deal flows of venture capital funds, emerging start‐ups in incubators and technology parks, while calling on technical experts and additional informal sources. TI relies on surveys and foresight methods to produce scenarios about potential technological futures that can feed the strategy and innovation processes. TI calls upon a variety of formats to present its deliverables to those players within the organization who need these as inputs. Conversely, all those exposed to bits and pieces of information about technology are to be coordinated within the organization to collectively collect, analyze, compile, synthesize and disseminate useful technological information