bluuebunny/crossref_metadata_2025_split huggingface dataset:
War and the family
Authors: Schwab John J. , Ice John F. , Stephenson Judith J. , Raymer Kathy , Houser Kris , Graziano Lisa , Winkler Paul , Eiland Diane S. 
Published: May 2007

AbstractAlthough war can impose powerful stresses on family relationships and functions, and its horros have been described since Euripides wrote The Trojan Women, the subject has received little scientific study. The American Civil War had significant effects on the family and increasing industrialization further disrupted family ties and transformed women's roles. Twentieth‐century wars have had both immediate and delayed effects on the family, ranging from anxiety and grief about losses and separations to increased antisocial behavior and juvenile delinquency. Subsequent problems stem from readjustments to civilian life, high divorce rates and women assuming more powerful roles in the family and society. Analysis of a random sample of child guidance clinic records 1923‐1983 revealed an increase in children's academic problems and aggressive behaviors during and after World War II. Increases in anxiety and obsessive and aggressive behaviors were evident following the Vietnam conflict along with the adverse effects of post traumatic stress disorder on family life. Although US participation in the Gulf War was limited, disruptive effects were seen in the children of affected military families, and for Iraqi children the consequences were devastating. War generally accelerates dormant changes in family life not yet fully apparent or appreciated.
Information asymmetries: A source of competitive advantage for diversified service firms
Authors: Nayyar Praveen R. 
Published: May 2007

AbstractInformation asymmetries are generally considered as leading to costs for both parties in an exchange transaction. They can, however, also be a source of competitive advantage. Potential buyers face information asymmetries in evaluating services prior to purchase. Since such asymmetries impose costs on buyers, there exists an incentive to lower such costs. This incentive may be exploited by service firms that diversify into other services that meet the needs of existing customers.
Patterns of japanese strategy: Strategic combinations of strategies
Authors: Smothers Norman P. 
Published: May 2007

AbstractJapan's ‘miracle’ is an ongoing, evolving one. Along with the explosive rise of Japan's economic fortunes the number of theories about the business strategy of Japan's most successful firms, her Kaisha, is also exploding. The focus here is not on individual building‐block strategic patterns but on: (1) linkages between the patterns, and (2) how (and why) some patterns may be combined to create even greater advantage. At the level of the firm a few basic themes are discussed and roughly modeled as a sequence, a ‘pattern of patterns’. It is argued that (in retrospect) several patterns of Japanese strategy have been (to differing degrees in different firms) parts of a larger, synergistic, internally logical, and powerful synthesis. The point is that additional strategic advantages can emerge for firms which think about how to link together strategic patterns. Evidence is offered illustrating these arguments and demonstrating one way Japanese patterns combine to form an integrated strategy.
Growth and performance contrasts between ‘types’ of small firms
Authors: Birley Sue , Westhead Paul 
Published: May 2007

AbstractThis paper studies the interrelationships in the strategic profile of a sample of small firms, and, by using cross‐sectional analysis, attempts to identify any evidence to support the ‘stages of growth’ theories. Three surrogates for comparative growth were used in the analysis: number of employees, sales turnover, and profitability. A cluster analysis identified eight different ‘types’ of small firms characterized by ‘internal’ variables of ownership, management, and product structure; and by ‘external’ variables of product/market positioning. Analysis of variance tests found no significant differences between the clusters with regard to size. The results suggest that firms do change, but not necessarily in any prescribed sequence. Indeed, the evidence presented in this paper suggests that future research should be focused on developing theories which better describe the heterogeneity of the sector by analyzing the development within clusters of firms rather than seeking generalized overarching theories.
Choice and determinism: A reply
Authors: Lawless Michael W. , Tegarden Linda K. Finch 
Published: May 2007

AbstractHrebiniak and Joyce (1985) present a model of organizational adaptation in which environmental determinism and strategic choice are orthogonal. Lawless and Finch (1989) find empirical support for Hrebiniak and Joyce's four choice‐determinism combinations, and mixed support for propositions concerning strategies that perform best in each. The note, ‘Choice and determinism: A comment,’ relates social learning theory to the Hrebiniak and Joyce framework, based on the position that this theory is a useful way to describe the process of organizational adaptation. Fundamentally, the comment puts two arguments on the table. In order of importance they are:

The adaptation process is only broadly defined by Hrebiniak and Joyce or by Lawless and Finch. Yet it is important to understand the choice—determinism interaction. The comment recommends social learning theory (Wood and Bandura, 1989) as an elaboration.
The process of adaptation is interactive, and ought to be studied longitudinally. These two arguments are discussed in turn as a possible contribution to choice‐determinism research.
Are institutional investors myopic? A time‐series study of four technology‐driven industries
Authors: Hansen Gary S. , Hill Charles W. L. 
Published: May 2007

AbstractThis paper examines the popular myth that managers in high‐technology industries are altering their critical R&D investments in response to the short‐term profit pressures of large institutional stockholders. The study entails an empirical examination of the relationship between R&D spending and institutional ownership over a 10‐year period for 129 firms based in four research‐intensive industries. Contrary to the view that institutional investors are having a damaging affect on R&D spending, after controlling for intervening effects the results suggest that higher levels of institutional ownership may be associated with greater R&D expenditures. A number of possible explanations for this finding are developed.
Strategy and the research process: A comment
Authors: Seth Anju , Zinkhan George 
Published: May 2007

AbstractThe purpose of this paper is to expand the discussion of the ‘state‐of‐the‐science’ in strategy research. We critically examine the role that theory plays in strategic research, and describe the principles underlying good theory. From a philosophy of science perspective, we argue that: (1) both inductive and deductive methods are valid ways of generating theory; (2) the falsificationist perspective provides an inadequate model for describing the process of theory testing; and (3) managers, researchers, public policy‐makers, the popular press, and the public at large all have important roles to play in the knowledge development process.
Output flexibility—A competitive advantage for small firms
Authors: Fiegenbaum Avi , Karnani Aneel 
Published: May 2007

AbstractWe explore three theoretical perspectives that look at output flexibility as a competitive advantage for small firms as was initially described by Stigler (1939). First, small firms are more willing to fluctuate their output. As a result: second, small firms can trade cost inefficiency with volume flexibility to increase their profits; third, output flexibility is a more viable source of competitive advantage in volatile and capital‐intensive industries, and less viable in profitable industries. Indeed, the empirical analysis of over 3000 companies representing 83 industries during the 1979‐87 time period supports our theoretical perspectives. Future research directions that combine firm flexibility and other strategic dimensions are discussed in the context of providing a general strategic framework for small firms competing against large ones.
Organizational boundaries and economic performance: An empirical study of entrepreneurial computer firms
Authors: Mosakowski Elaine 
Published: May 2007

AbstractThis research examines the relationship between the organizational boundaries of entrepreneurial firms and their economic performance. The theoretical basis for this work is transaction cost economics research regarding when internalizing certain activities will be preferred over contracting. To consider the conditions under which contracting is costly we compare across three functional areas and three firm strategies. The results of a longitudinal analysis of 122 entrepreneurial firms in the computer industry show that performance effects are associated with contracting activities and that product market strategies moderate the performance effects of contracting. The results are mixed in their support for the predictions of transaction cost economics.
The relative power of ceos and boards of directors: Associations with corporate performance
Authors: Pearce John A. , Zahra Shaker A. 
Published: May 2007

AbstractA typology of the relative powers of the chief executive officer and the board of directors was derived based on the literature, highlighting four situations: Caretaker, Statutory, Proactive and Participative boards. Data collected from Fortune 500 Industrial and Fortune 500 Service corporations supported the typology. The results showed significant differences among the four board types in their characteristics, internal process, decision‐making styles, board effectiveness, and contribution to company performance. Powerful boards were associated with superior corporate financial performance.
CEO duality and organizational performance: A longitudinal analysis
Authors: Rechner Paula L. , Dalton Dan R. 
Published: May 2007

AbstractAll public corporations must make a choice regarding board leadership structure. Advocates of more effective corporate governance argue for independent board leadership; yet many firms choose instead to allow the CEO to serve as board chairperson (CEO duality). This study examines the differential financial implications of these choices for 141 corporations over a 6‐year time period. Results indicate significant differences in performance between the two groups along a number of performance measures; more specifically, firms opting for independent leadership consistently outperformed those relying upon CEO duality.
Mergers, acquisitions, and the pruning of managerial deadwood
Authors: Walsh James P. , Ellwood John W. 
Published: May 2007

AbstractThis research investigates the role that mergers and acquisitions may play in the disciplining of entrenched and inefficient managers. The relationship between a company's performance history and its subsequent top management turnover is assessed for a sample of target companies, their parents, and a control group of companies not involved in merger and acquisition activity. The results reveal that target company top management turnover is higher than ‘normal’ in the 2 years immediately following a merger or acquisition, but there is no relationship between previous target company performance and its subsequent top management turnover. Further analyses indicate that first‐year target company turnover rates are associated with a history of relatively poor parent company performance, while second‐year turnover rates are associated with a history of relatively good parent company performance.
The strategy‐shareholder value relationship: Testing temporal stability across market cycles
Authors: Lubatkin Michael , Chatterjee Sayan 
Published: May 2007

AbstractThis study examines the stability of the relationship between diversification and shareholder value across contiguous time periods, organized so as to highlight three distinct market cycles. By defining value as a two‐dimensional construct, separating the concurrent economic phenomena of cycle and trend, and controlling for other factors that influence risk and return, this study finds that the best way to protect shareholder value against economic downturns is to diversify in a manner such that ‘all of one's eggs are in similar baskets’.
Capital market evaluation of M‐form implementation and diversification strategy
Authors: Hoskisson Robert E. , Harrison Jeffrey S. , Dubofsky David A. 
Published: May 2007

AbstractFirm announcements of adoption of the multidivisional (M‐form) structure are evaluated using stock market data and event methodology. Results indicate that investors positively value M‐form adoption. Furthermore, some support is found for the hypothesis that firm diversification strategy (related versus unrelated) is contingently related to investors' valuation of M‐form implementation.
Interpreting and responding to strategic issues: The impact of national culture
Authors: Schneider Susan C. , De Meyer Arnoud 
Published: May 2007

AbstractPerceptions of environmental uncertainty and organizational control influence strategic behavior. As national culture influences these perceptions we expect to find cultural differences in interpretation and response to strategic issues. Given a case describing an issue concerning deregulation of the U.S. banking industry, managers completed questionnaires rating interpretations and responses to that issue. National culture was found to influence interpretation and responses. In particular, Latin European managers when compared with other managers were more likely to interpret the issue as a crisis and as a threat. Latin Europeans were also more likely to recommend proactive behavior. This study indicates that different cultures are likely to interpret and respond to the same strategic issue in different ways. These differences may help to explain and predict different responses of European countries to ‘1992’.
The influence of ownership on performance: An empirical study
Authors: Oswald Sharon L. , Jahera John S. 
Published: May 2007

AbstractThis research examines the relationship between ownership structure and financial performance in the context of the agency theory. It improves upon previous research by presenting an improved risk‐adjusted performance measure, by using a larger sample size than prior work and also by controlling for firm size differences. The results suggest that ownership is significantly related to firm financial performance even after controlling for size.
Power plays: Regulation, diversification, and backward integration in the electric utility industry
Authors: Russo Michael V. 
Published: May 2007

AbstractThis paper explores how regulatory oversight influences strategic management. Predictions of the extent to which a firm diversifies and integrates upstream based on transaction‐cost economics are developed and then tested among 49 American electric utilities from 1974 through 1986, a period that witnessed increasingly hostile regulatory relations. The results confirm the influence of regulation on both diversification and backward integration, supporting the transaction‐cost view of these phenomena. The implications of these findings for the study of interorganizational relations, the concept of implicit contracting as a governance mechanism, and the pursuit of longitudinal theory‐building are discussed.
Calls on high‐technology: Japanese exploration of venture capital investments in the United States
Authors: Hurry Dileep , Miller Adam T. , Bowman E. H. 
Published: May 2007

AbstractThe strategic logic of Japanese high‐technology venture capital investment reveals the existence of an implicit call option, or ‘shadow option’, on new technology. This option is exercised by further investment in product development, manufacturing and distribution. The process is described with reference to a comparative study of Japanese and U.S. venture capital firms. Similarities and differences between the two groups are reported, and a conceptual model of Japanese option strategy is formulated. The implications for our understanding of Japanese strategy and for strategic management theory are discussed.
Bureaucracy, economic regulation, and the incentive limits of the firm
Authors: Russo Michael V. 
Published: May 2007

AbstractThis paper uses a transactions cost perspective to examine the development of organizational tendencies that plague the governance of unregulated subsidiaries by regulated parent companies. By focussing on what Williamson (1985) calls the ‘incentive limits’ of firms, conditions that should exacerbate the problems facing these firms as they diversify are identified. Empirical testing of hypotheses drawn from this discussion is conducted using a sample of nonutility, nonregulated subsidiaries of 54 electric utilities. The analysis, using both linear regression and event history methods, confirms the connection between the characteristics of the regulated parent company and subsidiary performance. The paper concludes with a discussion of how further research might extend the state of knowledge on the topic of the economic losses of bureaucracy.
The strategic analysis of intangible resources
Authors: Hall Richard 
Published: May 2007

AbstractSustainable competitive advantage results from the possession of relevant capability differentials. The feedstock of these capability differentials is intangible resources which range from patents and licenses, to reputation and know‐how. A framework of intangible resources has been produced which formed the basis for a national survey of chief executives in the U.K. Some of the more significant findings of the survey were that: employee know‐how and reputation are perceived as the resources which make the most important contribution to business success; and that for most companies operations is the most important area of employee know how. This article argues, by means of both theoretical reasoning and empirical evidence, that the analysis of intangible resources should play a major role in the strategic management process.
The influence of secondary production on industry definition in the extended vertical market model
Authors: Stiles Curt H. 
Published: May 2007

AbstractSecondary production is defined and its role in the estimation of an extended vertical market model b examined. Two impacts on the subject industry are identified, called primary product dominance and primary product focus. A simultaneous equations model consisting of a profit equation and two secondary production equations is estimated using data from the interindustry transactions accounts. The profit equation captures the impact on industry profit of secondary production and of extended market structure. The dominance equation captures the relationship between secondary production and industry profit and scale of production. The focus equation captures the relationship between secondary production and industry profit and excess capacity. The model is estimated for all industries, and the common specification is then applied to industries grouped by type.
Business unit relatedness and performance: A look at the pulp and paper industry
Authors: Davis Peter S. , Robinson Richard B. , Pearce John A. , Park Seung Ho 
Published: May 2007

AbstractDiscussions of relatedness in the strategy literature concentrate on linkages among business units in terms of key business functions such as marketing and production. While much is known about relatedness from the standpoint of corporate diversification, evidence about the relationship between relatedness and performance at the business unit level has been notably lacking. To further our understanding of the benefits and costs of relatedness, this study examined the perspectives of business unit managers to assess: (1) how the relationship between the two primary types of relatedness–production and marketing–are emphasized at the business unit level, and (2) how these types of relatedness affect business unit performance.
Structure and process of diversification, compensation strategy, and firm performance
Authors: Gomez‐Mejia Luis R. 
Published: May 2007

AbstractThis study tests six hypotheses on the extent to which a match between compensation and diversification strategies affects firm performance. Using both archival and survey data, results generally support the notion that a firm's compensation strategies make a greater contribution to firm performance if these are attuned to extent and process of corporate diversification. The paper concludes with a set of recommendations for future research on compensation‐diversification strategy relations and their interactive effect on firm performance.
Getting there in a global industry: Impacts on performance of changing international presence
Authors: Mitchell Will , Shaver J. Myles , Yeung Bernard 
Published: May 2007

AbstractWe investigate the effects of increasing and decreasing international presence on market share and survival in the American medical diagnostic imaging equipment industry. Imaging equipment manufacturers possessing international medical operations tend to achieve superior market share and longer survival, but we find that attempting to become an international medical player is risky. Both increasing and decreasing international presence have negative associations with survival, while decreased internationalization is associated with decreased American market share. Brief case studies suggest that the ingredients for success in internationalization may include preparedness, focused management, and learning from international experience.
Industry variety and performance
Authors: Miles Grant , Snow Charles C. , Sharfman Mark P. 
Published: May 2007

AbstractThis study advances a nascent perspective in the strategic management literature: a focus on the beneficial effects of competition among firms in an industry. Such a perspective supplements the traditional view of competition as firm rivalry. The overall purpose of the study is to provide a theoretical foundation for the study of the mutual gains associated with industry competition. Because of its importance to several different organizational theories, the concept of variety is examined as a potential source of interfirm benefits. The influence of variety is observed in 12 industries, four each from the growth, mature, and decline stages of the life cycle. In each life‐cycle stage, two of the industries have substantial amounts of foreign competition while the other two do not. The study's results support two broad conclusions. First, industry variety and performance are positively related, suggesting that interfirm benefits are most feasible in industries characterized by diversity among firms' competitive strategies. Second, as industries move through the life cycle, variety decreases, implying that both strategists and policymakers need to consider the impact on aggregate variety when evaluating prescriptions for the revitalization of declining industries. Implications of these findings are derived for researchers, practitioners, and policymakers.
A sociological view on why firms differ
Authors: Carroll Glenn R. 
Published: May 2007

AbstractMuch theory and research that apparently seeks to explain why firms differ actually addresses the question of why successful firms differ. This article explains why the two questions are different and explores some of the implications of this difference for the field of strategic management. A wide variety of organizational and economic theories are reviewed in this context, including contingency theory, resource dependence theory, process models, dispositional models, transaction cost economics, organizational ecology and institutional theory. Further discussion considers why heterogeneity persists at the firm level when it becomes apparent that only certain types of firms will succeed.