bluuebunny/crossref_metadata_2025_split huggingface dataset:
TOWARDS A COMPREHENSIVE SYSTEM OF STRATEGIC CONTROL*
Authors: Preble John F. 
Published: May 2007

ABSTRACTNew strategic initiatives often take several years to execute fully and relatively few succeed. Unfortunately, classical control processes have contributed to this situation because they have been designed as feedback systems that detect problems and deviations from planned results only after they have already occurred, and because the standards to which measurements are compared are assumed to be correct or good. Recent conceptual contributors to the strategic control literature have argued for anticipatory feedforward controls, that recognize a rapidly changing and uncertain external environment. These new systems are designed to operate on a continuous basis, checking and critically evaluating assumptions, strategies, and results. This article adds to these conceptual developments by providing and explicit strategic control component to deal with low probability, high impact threatening events, namely, special alert control. In an effort to make all the latest strategic control components operationally useful, mechanisms, methods, and approaches to their efficient implementation are presented and then summarized in tabular form. An overall strategic control process diagram is provided to act as a guide for future strategic control systems. The result is a more comprehensive and workable system of strategic control.
BOARD COMPOSITION FROM A STRATEGIC CONTINGENCY PERSPECTIVE
Authors: Pearce John A. , Zahra Shaker A. 
Published: May 2007

ABSTRACTThis study examined the association between corporations’environments, strategies, and past performance and the composition of their boards of directors as measured by size and outside director representation. The environment, strategy and past performance were viewed as posing a strategic contingency; each of these sets could determine the success or failure of the company. Data on 119 Fortune 500 industrial companies for the 1983‐9 period were used. Canonical analysis showed that increased uncertainty of a firm's environment, use of external growth and diversification; reliance on leverage as a means of finance, and poor past financial performance were associated with large board size and increased outside representation in subsequent years. Most important, board composition was positively associated with future measurements of corporate financial performance.
ORGANIZATIONAL DECISION‐MAKING AS HIERARCHICAL LEVELS OF DRAMA*
Authors: Kriger Mark P. , Barnes Louis B. 
Published: May 2007

ABSTRACTIn conducting a longitudinal examination of eight long‐term complex decision processes in two Fortune 500 heavy manufacturing companies the authors developed a six‐level framework of decision complexity. The levels range from: (1) instantaneous decision choices to (2) decision actions (3) decision events (4) mini‐decision processes (5) decision processes and (6) decision theatres. They vary in time, numbers of participants, and in the integrative effort required to formulate and implement them. Thus, one problem with the word ‘decision’is that it is used to mean many different things in organizational settings. Each lower level of ‘decision’was found to combine with ‘decisions’of the same level and to be embedded within higher levels, resulting in a nested hierarchy of simultaneously occurring processes.
STRATEGIC DECISIONS IN ORGANIZATIONS: RATIONAL AND BEHAVIOURAL VIEWS
Authors: Schoemaker Paul J. H. 
Published: May 2007

ABSTRACTVarious models or lenses have been used to predict and understand strategic decisions in organizations. This article examines four classes: (1) the unitary rational; (2) the organizational; (3) the political; and (4) the contextual. They are conceptualized as stemming from different assumptions about goal congruency and co‐ordinative efficiency. the contextual view is especially highlighted, as it is a relatively new perspective, both organizationally and cognitively.A brief discussion is offered of disciplines and findings that either support or refute some of these models. Possible syntheses and reconciliations of the four views are explored, focusing on: (1) assumptional fit; (2) level of analysis; (3) cost of fashioning collective rationality; (4) information processing limits in organizational design; and (5) the role of adaptation lags and disequilibrium. the article concludes with a call for a meta‐theory that places the various perspectives in a larger framework.
MANAGING FOR AUTONOMY IN JOINT VENTURES: A LONGITUDINAL STUDY OF UPWARD INFLUENCE*
Authors: Lyles Marjorie A. , Reger Rhonda K. 
Published: May 2007

ABSTRACTThis article explores the relationships among influence, autonomy and control in a joint venture setting. It addresses the mechanisms available to joint venture (JV) managers to influence and gain compliance from parent firms. Control categories derived primarily from research on unified structures are explored in a new domain, an international joint venture. the beginning of new theory specific to relationships in joint ventures is developed based on causal maps of managerial perceptions. the results suggest that the use of upward influence to gain autonomy in a joint venture is different and more complex than in unified structures or among independent organizations.
ASSESSING PORTER'S (1980) MODEL IN TERMS OF ITS GENERALIZABILITY, ACCURACY AND SIMPLICITY
Authors: Miller A. , Dess G. G. 
Published: May 2007

ABSTRACTThe Porter (1980) model of generic strategies is evaluated in terms of simplicity, accuracy (i.e., predictive and explanatory power), and generalizability, through an empirical analysis of PIMS data. Results lead to the following conclusions: (1) the simplicity of Porter's model captures much of the complexity inherent in strategic gestalts; (2) Porter's framework could be improved by viewing it as providing three important dimensions of strategic positioning rather than three (or four) distinct strategies; (3) performance norms vary significantly across strategic types, though Porter's predictions of performance are not entirely accurate; (4) strategies such as those described by Porter are possibly more contingent than generic, thus limiting the generalizability of some prescriptions implicit in the model.
FIRST‐MOVER ADVANTAGE: THE OPPORTUNITY CURVE
Authors: Patterson William C. 
Published: May 2007

ABSTRACTA model depicting first‐mover dynamics is proposed wherein certain types of strategic barriers activated by the first‐mover strategy figure prominently in preserving benefits in the time dimension. Strategic barriers conferring singularity (i.e. one‐time benefit) are considered to be the most effective preservers of first‐mover advantage. the theoretical model is tested empirically in a study of six major industries. Benefits operationalized as industry share and profit share were found to decline consistently with industry age according to an exponential function designated the opportunity curve.
STRATEGIC PLANNING AND FINANCIAL PERFORMANCE: MORE EVIDENCE*
Authors: Capon Noel , Farley John U. , Hulbert James M. 
Published: May 2007

ABSTRACTA recently published meta‐analysis of the impact of strategic planning on financial performance omitted a major study of corporate planning practice in Fortune 500 manufacturing firms. This article briefly reviews that study in light of the results of the meta‐analysis. Additional analysis examines performance and firm survival over a longer time period than in the original work. the overall conclusion is that a small but positive relationship between strategic planning and performance exists, and persists.
TOP MANAGEMENT TURNOVER AND CEO SUCCESSION: AN INVESTIGATION OF THE EFFECTS OF TURNOVER ON PERFORMANCE
Authors: Kesner Idalene F. , Dalton Dan R. 
Published: May 2007

ABSTRACTOne strategic action which is often taken by firms in need of a turnaround is to bring in a new chief executive officer (CEO). Many observers argue, however, that having done this the new CEO must replace large numbers of top managers in order to effect a change in the firm's interactions and subsequent performance. Critics of this perspective insist that just the opposite is true. Substantial levels of turnover may only serve to further disrupt the organization decreasing performance still more. This controversy is addressed in the following study using a sample of 84 firms all of which experienced CEO succession during the year 1980. Analyses rely on a three‐year‐period pre‐succession and three‐year period post‐succession. Three hypotheses are proposed. First, poor performance prior to CEO succession leads to greater turnover afterward. Second, that turnover is curvilinearly related to performance after the succession. And, finally, that successor type (i.e. whether the CEO was an inside or outside candidate) is related to the level of turnover in upper level management positions in the post‐succession period. the results from tests of these hypotheses are presented, and the implications of these findings are discussed.
STRATEGY UNDER THE MICROSCOPE: STRATEGIC MANAGEMENT AND IT IN FINANCIAL SERVICES*
Authors: Knights David , Morgan Glenn 
Published: May 2007

ABSTRACTThis article subjects the organizational theory literature on corporate strategy to critical scrutiny, arguing that both the ‘rational’and ‘processual’approaches to strategy generate analyses that are ahistorical and theoretically undeveloped. In their place, but focusing specifically on the financial services, we offer an alternative genealogically informed analysis. This indicates how the historical development of strategy discourses and practices are discontinuous and uneven across countries, sectors, companies and specialist spheres. In addition it suggests that corporate strategy has considerable impact on inter‐organizational relations and both ‘internal’(i.e. management and employees) and ‘external’(i.e. consumers) members of the organization. the article seeks to illustrate its arguments both at the sectoral level by examining the development of strategic discourse in banks and insurance companies and at the organizational level by providing some case study material on IT strategy in a life insurance company.
FORMS OF MARKET ORIENTATION IN UK COMPANIES
Authors: Greenley Gordon E. 
Published: May 2007

ABSTRACTDespite the importance of market orientation in the marketing and strategic management literature, it has been the subject of few conceptual and empirical studies. Also, the latter have addressed only the degree of market orientation and not its nature or form. the empirical study reported in this article focuses on the form of market orientation. Five different forms of market orientation were identified, along with three factors that discriminate between them. Although there are some performance differences between the forms of market orientation, the market environments that they are associated with are not significantly different. As well as providing additional empirical evidence, the results provide empirical support to, and extensions of, the conceptualization of market orientation given in the literature.
SECTOR‐SPECIFIC PATTERNS OF ORGANIZATIONAL DESIGN CHANGE*
Authors: Kikulis Lisa M. , Slack Trevor , Hinings C. R. 
Published: May 2007

ABSTRACTRecent approaches to understanding change in organizations have moved beyond just looking at structure and have focused on the role of values in defining the manner in which organizations change. This article integrates the concepts of design archetypes, tracks and high impact systems in an effort to understand the patterns of change for an institutionally specific set of organizations. the sample used for the study was a set of Canadian national sport organizations undergoing institutional change. Three design archetypes (Kitchen Table, Boardroom and Executive Office) that represent institutionally specific coherent value‐structure relationships were used to show that patterns of change are determined by the extent to which the coherence of organizational design elements shift over time. Using these design archetypes as a model for change, tracks were identified that provided an indication of the degree and direction of change and the extent to which design coherence was maintained. This paper shows that there is variety in organizational design coherence and that this is related to patterns of change. In addition, reorientations to a new design are signalled by changes in structures or systems that are central to the organization's purpose and as such can have a high impact on moving the organization to a new design.
STRATEGY AND ORGANIZATION THEORIES: COMMON FORMS OF DISCOURSE*
Authors: Rouleau Linda , Séguin Francine 
Published: May 2007

ABSTRACTAttempts at developing a taxonomic classification scheme for knowledge in the area of strategy contain major shortcomings. With the aim of breaking through the limitations inherent in these classification efforts, this article rejects the idea that strategic discourse is autonomous, and proposes instead that organization theories be considered, since these allow for the development of discursive forms in the field of strategy. Four types of strategic discourse are identified; these are the classical, contingency, socio‐political and socio‐cognitive forms. the authors also stress the importance of developing a critical form of discourse in this area of study.
The Relevance of Strategy Research: Practitioner and Academic Viewpoints*
Authors: Gopinath C. , Hoffman Richard C. 
Published: May 2007

ABSTRACTIt is important for strategy research to have practical relevance given its professional orientation. the differing perspectives of academics and managers and the rapid development of the field of strategic management suggests a need to address the field's future direction. In this paper, a practitioners' agenda for the field is developed based on a survey of chief executive officers (CEOs) of major US corporations. A comparison of this agenda with one generated by academics highlights the differences between the two constituencies concerning issues of relevance for the future. Compared to academics, CEOs emphasize operating issues; disagree on the priority of strategic issues; and are generally unfamiliar with research‐based journals. the two agendas should be viewed as complementary. Some implications for the field are discussed and suggestions made for dealing with the issue of relevance in future research and communicating the results to managers.
The Cognitive Style Index: A Measure of Intuition‐Analysis For Organizational Research
Authors: Allinson Christopher W. , Hayes John 
Published: May 2007

ABSTRACTAlmost 1000 adults participated in the development of the Cognitive Style Index (CSI), a new measure designed specifically for use with managerial and professional groups. the objectives of the study were, first, to produce a psychome‐trically sound instrument suitable for application in large‐scale organizational studies, and second, through its development, to confirm empirically the generic intuition‐analysis dimension of cognitive style. Findings suggest that each objective was largely fulfilled. At a time when there is a burgeoning interest in intuition as a basis for decision making and problem solving in organizations, the CSI would appear to be a notable addition to the small collection of measures appropriate for survey research.
The Role of ‘Good Conversation’ In Strategic Control
Authors: Quinn John J. 
Published: May 2007

ABSTRACTMost current writers on strategic control, whether from the rational planning or processual schools, agree on the importance of dialogue and debate between the interested parties to the control process. This is particularly so when strategic control is regarded in a ‘warning bell’ sense, responding to a signal that all is not going according to plan, rather than as a behavioural constraint or as an element of agency theory practice. This paper advances a normative framework for ensuring the effectiveness of such discussions based on Bird's notion of a ‘good conversation’. Bird argued that the discussion of business ethical problems should be vocal, reciprocating, issues‐oriented, rational, imaginative, and honest. It is argued here that these characteristics should also apply to the discussions within the strategic control process if the process is not to be dysfunctional.
Technological Expansion: the Interaction Between Diversification Strategy and Organizational Capability
Authors: Chen Rongxin 
Published: May 2007

ABSTRACTThis study analyses technological expansion by examining the interaction between firms' diversification strategy and internal capabilities. We argue that when new technologies emerge, firms that were actively pursuing diversification do not have equal intention to adopt the technologies. For firms that possess internal capabilities similar or relevant to the new technologies, their diversification strategy facilitates technological expansion, otherwise diversification strategy negatively affects technological adoption. This study improves our understanding on technological expansion. Existing studies try to identify organizational characteristics that facilitate or impede firm entry into new technological fields. This research reveals that the same organizational characteristic (e.g. diversification strategy) can exhibit different effects on technological adoption. It facilitates technological expansion if firms' existing capabilities can be applied to new technologies, otherwise it impedes new technological adoption.
RELATIVE CONCENTRATION CURVE: FUNCTIONAL FORM AND MEASURES OF NON‐PROPORTIONALITY
Authors: Pfähler Wilhelm 
Published: May 2007

ABSTRACTThe note presents an explicit functional form in one equation of a relative concentration curve relating the first‐moment distributions of any pair of variables as well as two summary measures of non‐proportionality that can be visualized by distance and area properties of a relative concentration curve.
ON THE CONSISTENT CONJECTURES EQUILIBRIUM OF EXPORT SUBSIDY GAME
Authors: Tanaka Yasuhito 
Published: May 2007

ABSTRACTThis paper explores an export subsidy game in an international duopoly in which governments of countries as well as firms hold conjectures about the response of other governments. In the framework with linear demand/quadratic cost functions, a homogeneous good and no home consumption, I shall obtain the relations among the conjectural variation of firms, that of governments, and the optimal subsidies for countries. And I shall show that if and only if firms hold the consistent conjectures, Nash type behavior (zero conjectural variation) of governments is consistent.
CAN A MANUFACTURED GOOD CEASE TO BE A MANUFACTURED GOOD MERELY BY CROSSING A NATIONAL FRONTIER?
Authors: Yeats Alexander J. 
Published: May 2007

ABSTRACTWhile economists often stress the importance of increasing developing countries' production and exports of manufactures, there are major inconsistencies in the definitions of ‘manufactures’ employed by national and international agencies. Specifically, developed and developing countries' production data is generally compiled using a far broader definition of manufactures than is employed for trade statistics. This limits the analytical utility of the output and trade data since they are not on a comparable base. An additional problem is that international agencies also employ different definitions of manufactures when compiling trade statistics. For some countries these definitional changes produce major differences in the value and share of manufactures exports and imports.This study attempts to assess the analytical implications of six alternative definitions by comparing results when each is used to tabulate the ‘manufactures’ exports of 72 developing countries. The results show that the different definitions result in a discrepancy of $60 billion in developing countries manufactures exports. Sensitivity tests show that five or six products are responsible for the major discrepancies, with the key item being refined petroleum (SITC 332). These items are included in the UNIDO (trade) and most agencies output definitions, but are excluded from the trade definition used by UNCTAD, World Bank, and GATT.The influence of the alternative definitions on some established country classifications, including UNCTAD's ‘major exporters of manufactures’, are examined. The results show that this country classification is out of date due to major shifts in the relative importance of individual exporters in the 1980s. However, even with the most recent trade statistics there would be important differences in ‘major’ or ‘fast growing’ exporters under alternative definitions of manufactured goods.
THE EFFECT OF FORWARD MARKETS ON MULTINATIONAL FIRMS
Authors: Broll Udo 
Published: May 2007

ABSTRACTThis paper presents a model of a risk averse multinational firm under exchange rate risk. The firm, which owns and controls assets in two countries, is engaged in production, sales and forward contracting whenever forward markets exist. First, we investigate the effects of exchange rate uncertainty without any risk sharing markets. It is shown that the firm internalizes missing hedging markets by increasing foreign production and lowering foreign sales. Therefore the firm hedges by repatriating foreign profits in the form of goods. Second, the implications of the existence of forward markets of global market decisions are discussed. It is shown that a separation theorem holds. This does not imply that the multinational firm shifts all the risk into the forward exchange market.
INEFFICIENT INFORMATION AGGREGATION AS A SOURCE OF ASSET PRICE BUBBLES
Authors: Friedman Daniel , Aoki Masanao 
Published: May 2007

ABSTRACTThis paper presents a new theory of bubbles, or discrepancies between the market clearing price and the fundamental value of an asset. In our setting, Bayesian traders, oriented towards long‐term gains, receive private information (‘news’) and also make inferences from noisy price signals. Price exhibits higher variance than fundamental value (the latter defined as fully‐aggregated expected value) especially when news is informative but infrequent. The corresponding bubbles are self‐limiting but may exhibit momentum and overshooting. A parametric example, involving the exponential/gamma conjugate families, is provided.We don't have any penetrating explanations of yesterday's stock market, but we certainly believe that stocks do not fall 86½ points for nothing.The general case for a drop in the market after its recent record highs is clear enough. The Fed…,… the tax bill.None of this, though, was any different on Thursday than it was with the market at its peak six sessions ago. News…and rumors yesterday…were certainly negative but scarcely dramatic.Some market pros believe this kind of a drop is merely the market catching up with what it already knew. We doubt it. Our hunch is that something changed between Wednesday and Thursday, and that eventually we'll learn what it was (Wall Street Journal Editorial, Friday, September 12, 1986).
A MODEL OF GENERAL TRAINING, BANKING, AND LABOR TURNOVER
Authors: Arvin B. Mak 
Published: May 2007

ABSTRACTConventionally, models of general training assume perfect capital markets; as a result, workers smooth their consumption stream through borrowing. In these models general training has no effect on labor turnover. I develop a model of general training where workers have diminishing marginal utility from consumption, capital markets are imperfect, and a firm cannot monitor the match quality with another firm of a worker who quits. It is shown that in the absence of a surplus effect from training, raising the level of general training steepens the worker's wage profile for reasons associated with consumption smoothing and labor turnover. However, with the surplus effect, results may be ambiguous.