bluuebunny/crossref_metadata_2025_split huggingface dataset:
Configurations of strategy and structure: Towards a synthesis
Authors: Miller Danny 
Published: May 2007

AbstractThere already exists a substantial body of work dealing with the relationships between strategy and structure. But most of the studies oversimplify things by focusing mainly on diversification and divisionalization. Recent literature has derived more complex and integrated views of strategy and structure, much of it isolating common types, ‘gestalts’, or configurations. This paper suggests a new approach for examining the relationships between strategy and structure and proposes some functional linkages between several complex strategic and structural configurations.
The strategic management process at the public planning unit level
Authors: Montanari John R. , Bracker Jeffrey S. 
Published: May 2007

AbstractThis paper describes a normative strategic management process for the public sector. It focuses on the state agency or department as the strategic public planning unit (SPPU). Each department within a state Government provides a distinctly different service to a more or less homogeneous segment of the state's citizenry. Therefore, for strategic management purposes, each state unit operates in its unique context and must meet the demands of varied constituency publics if it is to be a viable and effective provider of its service. The process herein described recognizes the unique aspects of public sector strategic management and integrates several stages that are specific to the public sector into an established private sector strategic management framework.
Strategy implementation versus middle management self‐interest
Authors: Guth William D. , Macmillan Ian C. 
Published: May 2007

AbstractThis paper focuses on middle management motivation to implement strategy. It uses expectancy theory to predict that middle managers will intervene in organizational decision‐making processes leading to strategy implementation when their self‐interest is at stake. It develops the notion of ‘counter effort’, as an extension of expectancy theory. The paper reports an empirical study of middle management intervention theory. The data and analysis of this study provide strong, if indirect, evidence that middle managers who believe that their self‐interest is being compromised can not only redirect a strategy, delay its implementation or reduce the quality of its implementation, but can also even totally sabotage the strategy. Implications of the study for the management of strategy implementation are developed.
Technical change, competition and vertical integration
Authors: Balakrishnan Srinivasan , Wernerfelt Birger 
Published: May 2007

AbstractThis paper starts with a survey of the received theories of vertical integration. We then extend these theories by arguing that while uncertainty in general will make integration more effective, a particular type of uncertainty, the possibility of technological obsolescence, works the other way. After making this point at a conceptual level, we build a model to study how the frequency of technological change interacts with the intensity of competition to influence the optimal level of integration. The predictions of the model are then tested and very strongly supported by data from 93 industries.
Identifying and appraising how managers install strategy
Authors: Nutt Paul C. 
Published: May 2007

AbstractCases were profiled to identify tactics used by strategic managers to implement strategy and to determine which tactic was the most effective in promoting adoption. Analysis revealed that four archetype tactics were used almost exclusively. An ‘interventionist’ approach had the best results but was used in only one case in five. ‘Persuasion’ and ‘participation’ were next most effective tactics, and ‘edicts’ the least effective. The implications of these findings for strategic management practice and the needs for further research are discussed.
Merger strategies and stockholder value
Authors: Lubatkin Michael 
Published: May 2007

AbstractAcquisition literature suggests a relationship between stockholder gains and the relatedness of merging firms. This notion is tested by classifying mergers into four relatedness categories and by using measures of stockholder value as developed in the literature on capital markets. In all, stock returns of 439 acquiring firms in 1031 large mergers are examined, as are stock returns of 340 large acquired firms. The findings show that mergers lead to permanent gains in stockholder value for both acquiring and acquired firms' stockholders, but they do not support the popular prescription: ‘All things being equal, some product and market relatedness is better than none.’
The structural and environmental correlates of business strategy
Authors: Miller Danny 
Published: May 2007

AbstractAn attempt is made to relate several common dimensions of business‐level strategy to their organizational contexts. A model is developed that predicts the structural and environmental correlates of a strategy on the basis of the number and uncertainty of its contingencies. It is shown that strategies of complex product innovation, marketing differentiation, market breadth and conservative cost control each have pronounced but very different relationships with bureaucratic and organic structural devices of uncertainty reduction, differentiation and integration, and with environmental dynamism, heterogeneity and hostility.
The influence of the strategic planning process on strategic change
Authors: Dutton Jane E. , Duncan Robert B. 
Published: May 2007

AbstractThis paper proposes that organizational decision‐makers exist in a market for strategic issues where different internal and external trends and developments compete for decision‐makers' attention. The paper describes how an organization's strategic planning process affects the set of strategic issues that do capture decision‐makers' attention. It explains how characteristics of the strategic issue array translate into effective and timely initiation and implementation of strategic change.
The impact of grand strategy and planning formality on financial performance
Authors: Pearce John A. , Robbins D. Keith , Robinson Richard B. 
Published: May 2007

AbstractAn empirical study involving 97 manufacturing firms that averaged $20 million in annual sales yielded a strong positive correlation between the degree of planning formality and firm performance. Additionally, interactive analysis disclosed that this relationship pervaded various grand strategies; the implication being that formalized strategic planning was consistently a positive factor associated with high levels of organizational performance.
Generic strategies: An empirical investigation of typology validity and strategy content
Authors: Herbert Theodore T. , Deresky Helen 
Published: May 2007

AbstractField research was conducted in 34 Canadian companies/business units to determine the validity of a generic typology of strategies and the content of each type. Two questionnaires, secondary data, and interviews were used to identify strategic types and explore their strategic characteristics. A typology of generic strategies was proposed and tested, and comprehensive descriptions of their characteristics were developed. The findings provide support for a methodology for measuring and identifying strategy, a basis for research on contingency theories of strategic management, and a practical tool for managers to identify and communicate strategic choices and the implementation issues involved.
Path analysis of the relationship between market share, business‐level conduct and risk
Authors: Woo Carolyn Y. 
Published: May 2007

AbstractThis study evaluated the impact of market share on three measures of business‐level risk: ROI variation, share instability and the difference between growth in price and growth in cost. The analysis also included conduct variables which might bear upon these relationships. The sample was drawn from the PIMS data base and consisted of mature industrial businesses separated into three types of market environments. Path analysis was employed and yielded partial support for the risk‐reduction benefits of market share.
Product diversification, performance criteria and compensation at the corporate manager level
Authors: Napier Nancy Knox , Smith Mark 
Published: May 2007

AbstractThe paper describes a test of the Galbraith and Nathanson (1978) model of stages of development. In particular, Galbraith and Nathanson hypothesized that in highly diverse firms: (1) performance criteria are more objective, (2) bonus is a larger proportion of total compensation, and (3) bonus allocation decisions are based more on an objective ‘formula’ of performance evaluation than on the discretion of the firm President or Chief Executive Officer. The study compared the three variables across three diversification groups (high, medium, low), based on Rumelt's (1974) classification (single product, vertically integrated, dominant, related, unrelated, and conglomerate). The study used written surveys of corporate managers in Fortune 1000 manufacturing firms.
Representation, testing and policy implications of planning processes
Authors: Boal Kimberly B. , Bryson John M. 
Published: May 2007

AbstractVarious ways to represent planning processes to test and draw policy implications from them are presented. We argue that three kinds of variables should be included: context, process and outcome. Four different models which incorporate these three variables are proposed, and data from a large public sector planning study are fitted to these four models. The findings suggest that the process‐outcome link is the key to understanding the effectiveness of planning processes.
Interactions between marketing and R&D departments in implementing different business strategies
Authors: Ruekert Robert W. , Walker Orville C. 
Published: May 2007

AbstractThis paper examines how interactions between marketing and research and development personnel vary across business units pursuing different strategies. Based on the Miles and Snow typology of strategy, several propositions concerning the extent of interdepartmental conflict, the structures used to manage and resolve such conflicts, and the perceived effectiveness of the interaction between marketing and R&D are developed. These propositions are empirically tested in a study of marketing personnel from three divisions of a large Fortune 500 company. The results of this preliminary test indicate that conflict between the two departments is greatest under a prospector business unit strategy. The degree of formalization and the use of different forms of conflict resolution mechanisms only partially conformed to the predictions of Miles and Snow, but were strongly linked to respondents' assessment of the effectiveness of relations between the two functional areas.
The strategic advantages of new manufacturing technologies for small firms
Authors: Meredith Jack 
Published: May 2007

AbstractFrom the descriptions of firms implementing high technology manufacturing programs it would appear that only large companies can benefit from these new manufacturing technologies. In this article the point is argued that small firms are just as well, or better, equipped to implement and benefit from these technological advances, particularly in strategic areas. After describing these new technologies and their benefits and risks, two case studies are presented of small firms that made strategic use of these benefits. The factors that allow this are discussed, and the way that manufacturing technology is altering the competitive equation between large and small firms is then described.
Consensus on strategy formulation and organizational performance: Competitors in a fragmented industry
Authors: Dess Gregory G. 
Published: May 2007

AbstractThis paper examines the relationship between organizational performance and consensus (or agreement) within top management teams on company objectives and competitive methods for a sample of nineteen firms competing within a highly fragmented industry—paints and allied products (SIC 2851). It was hypothesized that intense competitive pressures and the resultant low industry profitability would constrain organizational resources and augment the need for consensus on both objectives and methods. However, findings indicate that consensus on either objectives or methods is positively related to organizational performance.
The creation of momentum for change through the process of strategic issue diagnosis
Authors: Dutton Jane E. , Duncan Robert B. 
Published: May 2007

AbstractThis paper presents a model of how decision‐makers interpret stategic issues. The model of strategic issue diagnosis identifies three critical events: activation, assessments of urgency and assessments of feasibility. The relationship of each of these interpretive assessments to the creation of momentum for change allows one to predict if and how organizations will respond to a changed decision environment. The paper further links strategic issue diagnosis to organizational responses by highlighting the systematic effect of two contextual variables—the organization's belief structure and its resources—upon the assessments in diagnosis. In this way, the model of issue diagnosis provides a framework for understanding how and why organizations respond differently to strategic issues.
A measure of ceo social power in strategic decision‐making
Authors: Pearce John A. , Robinson Richard B. 
Published: May 2007

AbstractFor the strategic management field to advance its understanding of the interpersonal dimensions of strategic decision‐making, valid and reliable measures of power and influence need to be developed. Research in the discipline would also be subsequently likely to enjoy enhanced viability and greater cross‐discipline confidence if it was based on proven measures. For these reasons, field research was undertaken to determine if a modified version of an existing instrument (Spekman, 1979), designed to gauge social power at low organizational levels, could be used to measure the exercise of CEO power in strategic decision‐making.
Ceo change and firm performance in large corporations: Succession effects and manager effects
Authors: Beatty Randolph P. , Zajac Edward J. 
Published: May 2007

AbstractThis paper argues that the succession/performance relationship is a function of two distinct, complementary concepts: manager effects and succession effects. Hypotheses are tested using a cross‐sectional/longitudinal research design, with a sample of 209 large corporations. The results suggest that announcements of CEO changes are typically associated with a reduction in the value of the firm, as reflected in the perceptions of the stock market, and that CEO successors tend to significantly influence the production and investment decisions of their firms. These results hold for both insider and outsider succession.
Strategic groups, asymmetrical mobility barriers and contestability
Authors: Hatten Kenneth J. , Hatten Mary Louise 
Published: May 2007

AbstractThis paper examines the literature on strategic groups and extends it: first, by clarifying the distinction between two alternate approaches to forming groups, emphasizing that multivariate group analysis can be used to conserve information not only summarize it as bivariate grouping does; second, by focusing attention on the importance of asymmetrical mobility barriers and competitive advantage in the process of industry consolidation and concentration; and third, by linking groups and the concept of contestability in an effort to make some progress towards explaining the evolution of industry structure.
Environmental variation, strategic change and firm performance: A study of railroad deregulation
Authors: Smith Ken G. , Grimm Curtis M. 
Published: May 2007

AbstractConcepts from the literature on the relationship between environmental variation and strategic change are used to analyze the effects of deregulation on strategic management in the railroad industry. Specific hypotheses are presented about the impact of regulation and change in regulation on strategy, strategic change and performance. A survey of experts identified the strategies of 27 railroads prior to and after deregulation. Five different railroad strategies and five different kinds of strategic changes are identified and described. Results suggest that most firms changed their strategies in response to environmental variation, and that those that did change their strategics out‐performed those that did not. Among the strategic changes, those involving innovation and contingency strategies were found to be the most profitable. Other empirical results are presented and discussed.
Corporate acquisition strategies and economic performance
Authors: Singh Harbir , Montgomery Cynthia A. 
Published: May 2007

AbstractThis research investigates the conceptual argument that acquisitions which are related in product/market or technological terms create higher value than unrelated acquisitions. Related acquisitions are found to have greater total dollar gains than unrelated acquisitions. Acquired firms in related acquisitions have substantially higher gains than acquired firms in unrelated acquisitions. These findings indicate that related target firms benefit more from acquisition than unrelated target firms. Implications of these findings for managers are discussed.
The prognostics of diversifying acquisitions
Authors: Balakrishnan Srinivasan 
Published: May 2007

AbstractThe paper offers a possible explanation for the discrepancy between the observed increase in the number of diversified firms in the U.S. and the evidence from finance studies which at best offers only weak support for value creation in diversifying acquisitions. It is argued that the acquisition could be the culmination of a series of related strategic moves by the acquiring firm to enter a new industry, and therefore a significant fraction of the gains from synergy could have been anticipated by the capital market well ahead of the acquisition. Results from an event study of the stock market's reactions to the antecedents of the recent acquisition of Rolm Inc. by IBM lend support to this argument.
Performance differences among strategic group members
Authors: Cool Karel , Schendel Dan 
Published: May 2007

AbstractWhether and why members of the same strategic group would experience different performance results has received little attention in previous research. These questions are addressed in this paper. First, conventional theory on the relationship between firm performance and strategic group membership is reviewed. Then a theory is developed as to how historical differences among strategic group members may result in performance differences. An empirical analysis of risk and return relationships is conducted, centered on the nature of environmental change characterizing the industry. The empirical setting throughout is the U.S. pharmaceutical industry over the period 1963–82.
Strategic business fits and corporate acquisition: Empirical evidence
Authors: Shelton Lois M. 
Published: May 2007

AbstractA sample of 218 mergers made by randomly selected bidders during 1962 to 1983 is classified by changes in the product market opportunities of the bidder firms. Multivariate regression analysis shows that acquisitions which permit the bidder access to new but related markets create the most value with the least variance.
The effects of competition and corporate political responsiveness on multinational bargaining power
Authors: Kim W. Chan 
Published: May 2007

AbstractThis paper empirically investigates the effects of competition and corporate political responsiveness on multinational bargaining power. The results indicate that the more intense the competition, the weaker the bargaining power of multinationals vis‐à‐vis that of host governments. Further, higher corporate political responsiveness plays an increasingly important role in safeguarding the bargaining power position of multinationals as competition intensifies. Implications and future research development are suggested.
The increasing role of subsidiary boards in MNCs: An empirical study
Authors: Kriger Mark P. 
Published: May 2007

AbstractLittle research has been done to date on the role of subsidiary boards (SBs) in MNCs. A two‐phase survey research design has yielded responses from 90 subsidiaries in 36 MNCs based in Europe, North America, and Japan. The sample provides evidence that: (1) SBs are perceived to be in transition from lesser to greater proactivity, and (2) MNCs with parent headquarters in North America, Europe, and Japan perceive the usefulness of these boards in different ways. The results indicate an increasingly active use of these boards in selective advisory and strategic roles. Some recommendations are presented for CEOs, chairmen, and subsidiary directors who are interested in designing their SBs to take better advantage of already legally mandated, but often underutilized, structures. SBs are not a panacea for resolving tensions between parents and subsidiaries and for monitoring changes in host country environments; however, they can provide added strategic governance for subsidiaries.
A transaction costs theory of equity joint ventures
Authors: Hennart Jean‐Francois 
Published: May 2007

AbstractThis paper presents a transaction costs theory of equity joint ventures. It distinguishes between ‘scale’ and ‘link’ JVs. Scale JVs arise when parents seek to internalize a failing market, but indivisibilities due to scale or scope economies make full ownership of the relevant assets inefficient. Link JVs result from the simultaneous failing of the markets for the services of two or more assets whenever these assets are firm‐specific public goods, and acquisition of the firm holding them would entail significant management costs.
Matching collective and competitive strategies
Authors: Bresser Rudi K. F. 
Published: May 2007

AbstractThis paper discusses possibilities for combining collective and competitive strategies. Combinations can be problematic if competitive intentions are disclosed through the information links resulting from collective strategies. After describing how different collective strategies may lead to an uncontrolled disclosure of strategic information, a typology evaluating the feasibility of strategy combinations is developed. The typology's implications for research and managerial practice are discussed.
Responses to externally induced innovation: Their effects on organizational performance
Authors: Marcus Alfred A. 
Published: May 2007

AbstractInnovation may be externally induced; that is, an external threat or challenge such as the accident at the Three Mile Island (TMl) nuclear power plant sets the stage for outside parties such as the Nuclear Regulatory Commission (NRC) to propose that new practices be adopted. Managers then must make choices about how their organizations will respond. This study shows how prior performance can affect organizational responses and how these responses in turn can affect subsequent performance. Vicious cycles are shown to exist in which poorly performing organizations respond with rule‐bound behavior, a response which only perpetuates their poor performance. Better‐performing organizations, on the other hand, retain their autonomy, a response which reinforces their strong performance.