bluuebunny/crossref_metadata_2025_split huggingface dataset:
On strategic networks
Authors: Jarillo J. Carlos 
Published: June 2007

AbstractIn parallel with a theoretical acceptance of the importance of the laws of competition to formulate strategy, the realization is growing that cooperative behavior among firms is at the root of many success stories in today's management. This situation calls for an effort to develop a theoretical framework to study both aspects of firm behavior (cooperative and competitive) as compatible, complementary aspects of a unique reality. Indeed, the cooperative relationships of a firm can be the source of its competitive strength.This paper develops the concept of strategic network, as a tool to understand those cooperative relationships and their role in the strategy of the firm. There are three main tasks of the paper: first, to show that strategic networks are but a ‘mode of organization’; second, to study the economic conditions of existence of a network; finally, to analyze the conditions of existence of a network from the point of view of its internal consistency. In a final section some of the most obvious strategic implications of the framework are outlined.
Planned patterns of strategic behavior and their relationship to business‐unit performance
Authors: Robinson Richard B. , Pearce John A 
Published: June 2007

AbstractThis study examined the moderating role of planning sophistication on the strategy‐performance relationship in 97 manufacturing firms representing 60 different industries. Cluster analysis was used to group the firms according to their strategic orientation. Five groups emerged. Significant differences in performance across selected groups were found establishing a ‘baseline’ strategy‐performance relationship. Strategic orientations emphasizing product innovation or those incorporating ‘efficiency’ and ‘differentiation’ patterns of strategic behavior were associated with significantly higher performance levels than two other groups. The nature of each firm's planning process was then introduced via a two‐way ANOVA procedure to determine if ‘process sophistication’ moderated the strategy‐performance ‘baseline’. Level of planning sophistication was found to significantly moderate the previously established strategy‐performance baseline.
Diversification strategies, business cycles and economic performance
Authors: Amit Raphael , Livnat Joshua 
Published: June 2007

AbstractTwo major diversification strategies of firms are examined: diversification into related businesses and diversification into unrelated businesses. The first strategy attempts to exploit operating synergies. In the second, the firm attempts to gain financial benefits from its ability to increase leverage due to a greater stability of cash flows.The study utilizes a large sample affirms to assess empirically the benefits and costs of these two diversification strategies by developing a new measure of diversification across business cycles and economic sectors. This new measure is compared with Berry—Herfindahl type measures of total diversification and recent measures of diversification into related businesses.The results indicate that pure financial diversification is associated with (a) more stable cash flows, i.e. lower operating risk; (b) increased levels of leverage; and (c) lower profitability. These observations are in accord with the theory. We also reaffirm that firms which diversify into related businesses have, on the average, higher profitability than non‐diversified firms, although these results are not always statistically significant.
Established companies diversifying into young industries: A comparison of firms with different levels of performance
Authors: Smith Clayton G. , Cooper Arnold C. 
Published: June 2007

AbstractDifferences in performance among established firms diversifying into young industries were investigated, with hypotheses concerning 11 ‘corporate level’ strategic and organizational variables being examined. Performance was found to be associated with firm size and financial strength, time of entry, and the maturity of the firm's markets. The importance of several variables examined also appears to change as an industry evolves.
Transaction cost analysis of strategy‐structure choice
Authors: Jones Gareth R. , Hill Charles W. L. 
Published: June 2007

AbstractUsing a transaction cost approach this paper analyzes the relationship between strategy, structure and organizational performance. It addresses three related questions. First, what determines the limit to growth through internalization for a firm pursing a particular strategy? Second, why does a firm pursue different strategies for achieving growth? Third, what determines changes in the strategy and structure used by the firm over time? This analysis serves to integrate work in strategic management and provides a framework for analyzing corporate strategy choice.
A strategic contingency model of multinational corporate structure
Authors: Lemak David J. , Bracker Jeffrey S. 
Published: June 2007

AbstractThis paper develops a model of multinational corporate structure in which each of the five structures—worldwide product, worldwide functional, area, international division and matrix—is explained in terms of domain parameters, management orientation and generic strategy. The strategic contingency model (SCM) is developed by integrating recent theoretical and empirical literature into one holistic model. The SCM delineates specific independent variable relationships which predict multinational corporate structure and explains anomalies in recent research finds.
Planning and financial performance among small firms in a growth industry
Authors: Bracker Jeffrey S. , Keats Barbara W. , Pearson John N. 
Published: June 2007

AbstractThis paper examines the relationship between planning process sophistication and the financial performance of a select group of small firms in a growth industry. Multivariate analysis of variance is used to identify statistically significant differences between firms that employ sophisticated plans and those that do not. The results support previous research on strategic planning and financial performance.
Strategic control systems and relative r&d investment in large multiproduct firms
Authors: Hoskisson Robert E. , Hitt Michael A. 
Published: June 2007

AbstractThis paper hypothesizes that tight financial controls associated with large diversified M‐form firms lead to a short‐term, low‐risk orientation and thereby lower relative investment in R&D. Further, it is hypothesized that increasing levels of diversification require different control systems which have significant implications for investing in R&D. Results of the study of 124 major U.S. firms suggest that less diversified U‐form firms invest more heavily in R&D than more diversified M‐form firms after controlling for size and industry effects. Additionally, dominant business firms invested more in R&D than either related or unrelated business firms. Finally, the relationship between R&D intensity and market performance was negative for related and unrelated firms. The findings suggest that the market evaluates R&D investment more positively for firms that are organized to seek synergy than for those that are organized to pursue a hedging (or diversification) strategy.
On ‘dominant logic’, relatedness and the link between diversity and performance
Authors: Grant Robert M. 
Published: June 2007

AbstractThe importance of Prahalad and Bettis's concept of dominant logic is in emphasizing business relatedness at the strategic rather than the operational level. By examining dominant logic in relation to the functions and systems of corporate management, it is possible to operationalize the concept of dominant logic and identify the key components of relatedness at the strategic level.
The chief executive: A breed apart
Authors: Norburn David 
Published: June 2007

AbstractThis study tested the theory that the characteristics of British chief executives would be different from that of the subordinate top management team from which they emanated. The study focused upon variations in experiences over three sets of variables: corporate influences; e.g. tenure, mobility, functional experience, international exposure; domestic influences; e.g. education, family influence; and their self‐concept; e.g. aspiration levels, executive success traits. Substantial differences emerged between the two groups across all sets of variables, particularly within the corporate category.
Types of entrepreneurs and firms: The case of new Spanish firms
Authors: Lafuente Alberto , Salas Vicente 
Published: June 2007

AbstractThe main purpose of this paper is to present an empirical analysis of the sequence relating the performance of the firm to its behavior, which in turn depends upon the origin and personal characteristics of the entrepreneurs. The data are drawn from new Spanish firms. A typology of new entrepreneurs is constructed, based on their basic work aspirations. Each type of entrepreneur is then examined, in terms of the origin and personal characteristics of the members of the class. The results of the study show that significant differences exist among the entrepreneurs and firms of each type, especially in terms of the size of the firm (number of employees) and its evolution over time. The implications of these results, for the theory of entrepreneurship and for the design of policies towards the creation of new firms, are then derived.
The utilization of individual capabilities in group approaches to strategic decision‐making
Authors: Schweiger David M. , Sandberg William R. 
Published: June 2007

AbstractPrevious research has found that groups using dialectical inquiry (DI) or devil's advocacy (DA) make better strategic decisions than groups using a consensus (C) approach. This paper explains those findings by using new data to show that the DI and DA approaches make better use of the capabilities of individual group members. Specifically, the DI and DA groups yielded significantly higher quality recommendations and assumptions than the average of the individuals in the respective groups, whereas the C groups did not. Moreover, the recommendations and assumptions of the DI groups and the recommendations of the DA groups significantly exceeded those of the best individual in the respective groups. There were no significant differences for the C groups.
The psychological context of strategic decisions: A model and convergent experimental findings
Authors: Bateman Thomas S. , Zeithaml Carl P. 
Published: June 2007

AbstractStrategic decision‐makers typically are involved in a series of incremental decisions, each affected by a variety of contextual factors. This papers develops a model of the psychological context of strategic decisions and reports two experiments. First, students made reinvestment decisions faced with success or failure feedback on a past decision, high or low perceived organizational slack, and decisions framed to depict a positive or negative future outlook. All three variables had main and interactive effects. Second, managers made similar decisions in a related experimental design. Results confirmed and extended the initial findings. Implications and directions for future research are discussed.
The dynamics of continuous innovation in scale‐intensive industries
Authors: Baba Yasunori 
Published: June 2007

AbstractThis paper attempts to explain why some industries succeed in dematuring by formulating the generation and utilization of new technologies into a continuous process. By reference to the performance of Japanese scale‐intensive industries (i.e. automobile and consumer electronics durables), the analysis provides a theoretical foundation for the proposition that a certain type of positive‐sum game played among a variety of market entrants generates specific ‘inter‐group dynamics' (hyper‐learning process). In this industrial climate the firms’ inclinations towards offensive management and product‐cum‐process innovation has resulted in the coupling of continuous innovation and industrial evolution.
Diversification strategy and internationalization: Implications for mne performance
Authors: Michael Geringer J. , Beamish Paul W. , Dacosta Richard C. 
Published: June 2007

AbstractThis study examines potential explanations for performance differences among multinational enterprises (MNEs). The research variables, diversification strategy and degree of internationalization, involve basic elements of firms' strategy: range and relatedness of products, and relative emphasis on foreign versus domestic operations. The sample included the 100 largest MNEs from the U.S. and Europe. Diversification strategy was significantly related to MNE performance, extending Rumelt's seminal research to international business. Degree of internationalization was also significantly related to MNE performance.
Selecting tactics to implement strategic plans
Authors: Nutt Paul C. 
Published: June 2007

AbstractStrategic managers have been found to use sophisticated tactics to implement strategic plans, but seem to limit their effectiveness by applying them indiscriminately. A contingency framework that uses situational constraints, such as the manager's freedom to act and need for consultation, is developed to select among tactics preferred by practitioners. The framework was tested using 50 episodes of strategic planning. There was a 94 percent success rate when the implementation tactic recommended by the framework was used, and a 29 percent success rate when another (non‐recommended) tactic was applied, suggesting that following the framework's prescriptions may improve the success rate for strategic plan implementation. The implications this research for practicing managers are discussed.
Accounting data for value chain analysis
Authors: Hergert Michael , Morris Deigan 
Published: June 2007

AbstractStrategic planning frameworks provide a means of combining internal data about the firm's capabilities with external information about the competitive environment in a manner designed to guide resource allocation. The value chain approach to strategic planning, as described by Michael Porter in his book Competitive Advantage (1985), is a recent addition to this family of planning frameworks. In this article, we address some of the difficulties in using accounting data for value chain analysis. These difficulties are divided into those that are inherent, because of differences in methods of data accumulation, and those that are avoidable.
Strategy content and the research process: A critique and commentary
Authors: Montgomery Cynthia A. , Wernerfelt Birger , Balakrishnan Srinivasan 
Published: June 2007

AbstractThe purpose of this paper is to encourage discussion on the ‘state‐of‐the‐science’ in strategy content research. We present a view of an interactive research process and argue that strategy content research would benefit from (1) more carefully developed theoretical work; (2) more theory‐driven data analysis; and (3) less emphasis on the immediate applicability of results.
Generic manufacturing strategies: A conceptual synthesis
Authors: Kotha Suresh , Orne Daniel 
Published: June 2007

AbstractThis paper provides a conceptual framework that links manufacturing to business unit strategy and focuses on developing the notion of ‘generic manufacturing strategies’ at the strategic business unit (SBU) level. Specifically, an explicit conceptual link is drawn between ‘generic’ business unit strategies and ‘generic’ functional structures in manufacturing. It is proposed that the alternate manufacturing structures implicitly represent ‘generic manufacturing strategies’. Drawing on ideas and concepts from the business strategy literature and manufacturing literature the paper links Porter's generic strategy framework to a complementary manufacturing structure framework that uses three dimensions: process structure complexity, product line complexity, and organizational scope. Viewed from different perspectives, the ‘manufacturing contingency theory’ concepts presented implicitly in the paper can be viewed as an extension of classic research on the interdependence between strategy and structure. The frameworks developed here provide a partial synthesis of knowledge in the broader disciplines of engineering and management without sacrificing academic rigor and practitioner relevance.
The deterrent to dubious corporate behavior: Profitability, probability and safety recalls
Authors: Marcus Alfred 
Published: June 2007

AbstractIn response to findings of abnormal stock market reactions following such dubious corporate behaviors as bribery, fraud, and the production of hazardous products, some researchers have argued that the stock market reaction is a sufficient deterrent to these behaviors so that additional regulation is not necessary. In this paper we examine stock market returns as a deterrent to dubious behavior in the production of defective automobiles. Relying on a broader range of assumptions about managerial behavior than are used in previous studies, we question the efficacy of the market as an instrument of social control.
Implementing competitive strategies at the business unit level: Implications of matching managers to strategies
Authors: Govindarajan Vijay 
Published: June 2007

AbstractThis paper argues that, for superior performance, it is necessary to attune the choice of the general manager to the strategy of the business unit (SBU). Data from 121 SBUs indicate that SBU competitive strategy interacts with several managerial orientations (functional background, locus of control, and problem‐solving style) to influence SBU effectiveness. The theoretical and practical relevance of these findings are discussed, as are directions for future research.
The impact of diversification strategy on risk‐return performance
Authors: Chang Yegmin , Thomas Howard 
Published: June 2007

AbstractThis study examines the impact of diversification strategy on risk and return in diversified firms. Following an assessment of previous research on strategic risk, relationships between risk, return, and diversification strategy are hypothesized. Regression analysis shows that differences in risk‐return performance among diversified firms are more closely associated with structural factors associated with markets and businesses than with the particular diversification strategy chosen. Returns also influence the choice of diversification strategles which, in turn, do not get rewarded with higher profits. A curvilinear risk‐return relationship is also observed which is consistent with previous theoretical suggestions. Implications for the strategic management of risk are then drawn.
Research notes and communications sources of competitive data for the management strategist
Authors: Young Murray A. 
Published: June 2007

AbstractTimely use of print and electronic information on corporate and industry performance requires knowing where to look, what to expect, and what the limitations of the data are. This article summarizes the most generally available, low‐cost sources of information on suppliers, resellers, and competitors. Particular attention is paid to sources providing the business strategist with insight into actual and potential sources of competitive advantage.
Research notes and communications strategic process effects on consensus
Authors: Wooldridge Bill , Floyd Steven W. 
Published: June 2007

AbstractStrategy research has not shown a consistent relationship between consensus in the top management team and organizational performance. This paper attempts to explain these findings by providing a description of how the strategic process affects consensus. Synoptic and incremental processes are compared in terms of their effects on the scope, content, and degree of consensus. In addition, two dimensions of consensus, shared understanding and commitment, are considered. Implications for research are addressed.
Doing a deal: Merger and acquisition negotiations and their impact upon target company top management turnover
Authors: Walsh James P. 
Published: June 2007

AbstractThis research investigates the effects of merger and acquisition negotiations on subsequent target company top management turnover. Three attributes of the companies and seven attributes of the merger and acquisition transactions are examined. The results indicate that the primary impact of negotiations is evident in the fourth year after a settlement date. When a buyer approaches an unrelated company that has been subject to previous takeover interest with a merger proposal, and an agreement is reached, the target'S management team is likely to experience abnormally high turnover 4 years later. Additional research ideas are suggested to help explain the sizeable turnover rates in the 3 years immediately following a merger or acquisition.
Internal differentiation within multinational corporations
Authors: Ghoshal Sumantra , Nohria Nitin 
Published: June 2007

AbstractThis paper argues that the internal structure in complex, multi‐unit organizations such as a multinational corporation (MNC) is not homogeneous throughout the organization, but is systematically differentiated so as to ‘fit’ the different environmental and resource contingencies faced by the different national subsidiaries. Based on a survey of 66 of the largest European and North American MNCs, yielding data on 618 cases of headquarters‐subsidiary relations, it is shown that the different contextual conditions faced by the different subsidiaries of the MNC can be meaningfully classified into four generic situations. Furthermore, for each of these situations the exchange relation between the MNC headquarters and the subsidiary is characterized by a ‘fit’ governance structure consisting of a different combination of structural elements such as centralization of authority, formalization of rules and systems, and normative integration of members. Following the existing literature, these ‘fit’ structures are labeled in this paper as hierarchical, federative, clan and integrative. The multinational is then described as an internally differentiated organization in which each headquarters‐subsidiary link corresponds to one or the other of these administrative forms.
Determinants of tender offer post‐acquisition financial performance
Authors: Fowler Karen L. , Schmidt Dennis R. 
Published: June 2007

AbstractThe present study extends previous research efforts and examines relationships between commonly discussed strategic acquisition factors and long‐term financial performance measures of acquiring firms. The factors of interest include relative size, previous acquisition experience, organizational age, industry commonality, contested versus uncontested acquisitions, and percentage of stock acquired. The financial performance measures include both accounting and capital market data for the 4‐year period preceding acquisition activity and the 4‐year period following such activity. The study presents bivariate and multivariate analyses for 42 industrial manufacturing firms that engaged in the tender offer form of acquisition. The findings indicate that, on the average, post‐acquisition financial performance improved significantly for organizations that had previous acquisition experience, acquired a higher percentage of a target, or were older. Post‐acquisition performance decreased significantly for acquiring firms when target firms contested an acquisition.
Research notes and communications a note on global strategies
Authors: Kogut Bruce 
Published: June 2007

AbstractThis article augments, as well as takes issue with, the recent review by Ghoshal on international competition. The central question is what changes strategically when a firm moves from domestic to overseas competition. In analyzing this question, it is shown that there exists a neglected line of relevant research by two schools of thought: the Cambridge (Massachusetts) axis and internalization theory. The recent focus of research is described as understanding the multinational corporation as a network competing on its flexibility and the transfer of acquired capabilities across borders.