bluuebunny/crossref_metadata_2025_split huggingface dataset:
Neurotic style and organizational pathology
Authors: Kets De Vries Manfred F. R. , Miller Danny 
Published: June 2007

AbstractMany parallels can be drawn between organizational and individual pathologies. We believe that the fantasies of top executives and the neurotic styles to which they give rise are important determinants of the nature of organizational dysfunctions. This is particularly true in centralized organizations where the top executives have a major impact upon organizational climate, structure, strategy and even the selection of the environment; and, where organizational recruitment and promotion processes ensure uniformity, or at least conformity, among the top ranks of executives. Using an empirically derived taxonomy, we have isolated five common pathological organizational types and related each of these to the fantasies and neurotic styles of their top executives. Each type is shown to reflect a large number of elements of structure and strategy that are consistent with and probably caused by the neurotic style of the cadre of top executives. The types are called paranoid, compulsive, histrionic, depressive and schizoid. Implications for management research and organizational change are discussed.
A strategic planning network for non‐profit organizations
Authors: Nutt Paul C. 
Published: June 2007

AbstractStrategic planning processes are seldom treated from a contingency perspective. As a result, practitioners are unable to select a set of planning techniques for a particular situation they confront. This paper constructs methods, defined as sets of techniques, which are applicable to strategic planning for non‐profit organizations. These constructed planning methods are matched to strategic archetypes, defined by the sponsor's expectations for quality, acceptance, and/or innovation in the strategy. The contingency framework is presented as a network which identifies planning methods useful for each strategic archetype application.
Towards a contingency theory of corporate planning: Findings in 48 U.K. companies
Authors: Grinyer Peter , Al‐Bazzaz Shawki , Yasai‐Ardekani Masoud 
Published: June 2007

AbstractAmong 48 U.K. companies those with more vulnerable core technologies employ more specialist planners, more forecasting and evaluative techniques, in proposal generation and evaluation, irrespective of size. Allowing for size, hostility of market conditions is associated with greater scope, status and involvement of planners, and diversification and divisionalization with formality and scope of planning.
Environmental analysis units and strategic decision‐making: A field study of selected ‘leading‐edge’ corporations
Authors: Lenz R. T. , Engledow Jack L. 
Published: June 2007

AbstractIn response to increasing environmental change many corporations have developed specialized environmental scanning units. Previous research reveals conflicting findings regarding the viability of these units for introducing environmentally relevant information into strategic decision processes. A field study was conducted on 10 ‘leading‐edge’ corporations. The results show continuing experimentation with alternative administrative structures and the vulnerability of units that are not tightly linked with strategic planning processes.
Research note and communication mergers that last: A predictable pattern?
Authors: Montgomery Cynthia A. , Wilson Vicki A. 
Published: June 2007

AbstractThis paper examines the current ownership of 434 large acquisitions made by publicly traded U.S. firms between 1967 and 1969. It is found that the majority of these acquisitions are still held by the acquiring firms. Unrelated acquisitions were resold at a moderately higher, though not significantly different, rate than related acquisitions. These results are discussed in the context of the commonly held view that unrelated acquisitions of that period were poorly conceived additions.
Gogos, yoyos and dodos: Company directors and industry performance
Authors: Norburn David 
Published: June 2007

AbstractThis research investigates the characteristics of 354 directors of Britain's largest companies. Three sections of independent variables were analysed: those relating to the economic environ; those relating to the domestic environ—family background and educational experiences; those relating to self‐concept. Directors were categorized according to the economic performance of their industries—GOGOs (industries in growth); YOYOs (industries in turbulence); and DODOs (industries in decline). Several differences emerged between the characteristics of directors and the economic success of their industries for which they were strategically influential.
Assessment of statistical power in contemporary strategy research
Authors: Mazen A. Magid M. , Hemmasi Masoud , Lewis Mary Frances 
Published: June 2007

AbstractThe concept of statistical power was reviewed, and the power of 44 recently published empirical studies in strategic management was analyzed. Using small, medium, and large estimates of effect size, standardized 0.05 α, and assuming nondirectional nulls, the mean power figures were 0.23, 0.59, and 0.83 for the three levels, respectively. These results were generally similar to findings in other social sciences and were considered particularly important for strategic management research, given the correlational nature of many strategic management investigations and the complexity and evolving stage of the field which make small effect size more likely. Ways to improve statistical power in strategic management research were discussed.
Corporate diversity and economic performance: The impact of market specialization
Authors: Capon Noel , Hulbert James M. , Farley John U. , Martin L. Elizabeth 
Published: June 2007

AbstractThis papers introduces a market‐based typology of corporate strategy, which builds on previous typologies (Rumelt 1974, 1982). We argue that, because different markets require different skills for success, firms which concentrate in one market area (consumer or industrial), at given levels of diversification, should achieve superior performance. Empirical tests with a sample of manufacturing firms support this proposed relationship between diversification strategy and financial performance.
Chief executive scanning, environmental characteristics, and company performance: An empirical study
Authors: Daft Richard L , Sormunen Juhani , Parks Don 
Published: June 2007

AbstractChief executives in 50 manufacturing companies were interviewed about the perceived strategic uncertainty in six environmental sectors, and the frequency and mode of scanning used for each sector. The findings suggest that customer, economic and competitor sectors generated greater strategic uncertainty than technological, regulatory and sociocultural sectors. When sector uncertainty was high, executives reported greater frequency of scanning and greater use of personal information sources. Chief executives in high‐performing companies scanned more frequently and more broadly in response to strategic uncertainty than their counterparts in low‐performing companies.
Joint ventures and competitive strategy
Authors: Harrigan Kathryn Rudie 
Published: June 2007

AbstractA framework for using joint ventures (and other forms of cooperative strategy) within varying competitive environments is constructed, and hypotheses are developed concerning the impact of particular industry traits upon firms' options in pursuing them. Industry examples illustrate the framework's hypotheses. In this framework, demand traits suggest what types of cooperative strategies are needed. Competitor traits suggest how firms will respond to these needs for cooperation.Since joint ventures can be inherently unstable organizational forms, it is important for managers to (1) select the right cooperative strategy option and (2) modify the autonomy from (and coordination with) sponsoring firms that ventures enjoy as their industry structures evolve. Familiarity with cooperative strategy options is important because (1) as growth slows, (2) as markets shrink or become crowded, (3) as industries become global, or (4) as technological change accelerates to speeds where individual firms cannot recover their initial investments, managers will have less margin for error. If managers do not learn how to use cooperative strategies advantageously their firms may encounter difficulties in delivering adequate value to their customers, replenishing their base of skills, and/or safeguarding their abilities to increase long‐term shareholder value.
The top management team and corporate performance
Authors: Norburn David , Birley Sue 
Published: June 2007

AbstractThis research tested the relationship between the characteristics and background of U.S. top executives, and measures of corporate performance. Data were obtained from 953 top managers; the dominant coalition of the largest 150 companies within five U.S. industries—dairy, footwear, tyres, mobile homes, and machine tools. Results were generally positive: managerial characteristics not only predicted performance variations within industries—the top performers having significantly different managerial profiles than poorly performing companies—but also that the characteristics of managers within high‐performing companies were similar across the five industries.
A taxonomy of technological settings, with related strategies and performance levels
Authors: Miller Alex 
Published: June 2007

AbstractIn this study, businesses were categorized into six groups on the basis of their methods of production, rates of innovation, and product sophistication. Technology, strategy, and performance‐related variables were then used to successfully relate these categories to archetypes in three existing conceptual typologies. Although the strategies of the six groups differed significantly, their profitability levels did not.
Market structure and business performance: An evaluation of buyer/seller power in the pims database
Authors: Cowley P. R. 
Published: June 2007

AbstractThis paper explores the patterns of buyer and seller structure among business units in the PIMS database and how buyer/seller structure is related to profit outcomes, both long‐term through the product life cycle and short‐term between periods of boom and recession. Businesses with a favourable structure (few sellers, many buyers buying items of low importance) typically maintain margins through the product life cycle, but if there are many sellers facing few and determined buyers, margins and profitability are likely to deteriorate in recession and to continue to decline through the life cycle.
The role of human resources strategy in export performance: A longitudinal study
Authors: Gomez‐Mejia Luis R. 
Published: June 2007

AbstractThis longitudinal study examines the effect of human resources strategy on the export performance of 388 Florida firms. After controlling for differential firm advantages, managerial perceptions and aspirations, and marketing activities, results show that the way human resources are selected, deployed, compensated and motivated will play a significant role in subsequent export performance.
The concept of ‘impartition’ policies: A different approach to vertical integration strategies
Authors: Barreyre P. Y. 
Published: June 2007

AbstractThe inverse of vertical integration, ‘impartition’, is defined as an entrepreneurial behaviour which consists in casting other firms (partners) for different parts of its overall system of activities. A firm imparts when, in order to allocate its own resources to activities more congruent with its strategic objectives, it contracts out instead of doing in‐house. This concept also involves a cooperative attitude towards partners for a mutual profit based on external synergies. The developed pattern has a large range of applications: subcontracting, proxy agreements, agency contracts, international production sharing, product mandating, franchising, licensing and a growing number of intangibles. The use of the impartition leverage may amplify the strategic power of a firm and its capacity for fast growth. In response to severe worldwide competition and accelerating technological and social changes, four overall principles underlie an impartition policy: high turnover, organizational flexibility, strategic mobility and external synergies. In conclusion the author insists on the necessity of mastering the art of resources management.
External control, corporate strategy, and firm performance in research‐intensive industries
Authors: Hill Charles W. L. , Snell Scott A. 
Published: June 2007

AbstractThis paper explores the proposition that the divergence of interest between managers and stockholders has implications for corporate strategy and firm profitability. Stockholders prefer strategies which maximize their wealth. Managers prefer strategies which maximize their utility. It is theorized that in research‐intensive industries, when stockholders dominate, innovation strategies are favored. When managers dominate, diversification strategies are favored. In addition, innovation is argued to be associated with greater firm profitability than diversification. This theory is tested on 94 Fortune 500 firms drawn from research‐intensive industries. The results largely confirm theoretical expectations.
Global diversification strategy and corporate profit performance
Authors: Chan Kim W. , Hwang Peter , Burgers William P. 
Published: June 2007

AbstractBased on a sample of 62 multinationals, this paper examines the impact of global diversification strategy on corporate profit performance by integrating the product and the international market dimensions of diversification. The results suggest that the corporate profit performance impact of related and unrelated diversification varies contingent upon the extent of a firm's international market diversification. One important lesson of this work is that both business strategy researchers and managers should review corporate diversification as having distinct yet interactive strategic dimensions—product and international market—and they would do well to recognize both the different and the joint effect of these dimensions on corporate profit performance.
Strategic management of small firms in hostile and benign environments
Authors: Covin Jeffrey G. , Slevin Dennis P. 
Published: June 2007

AbstractThis paper reports the results of a study designed to investigate the effective strategic responses to environmental hostility among small manufacturing firms. Data on environmental hostility, organization structure, strategic posture, competitive tactics, and financial performance were collected from 161 small manufacturers. Findings indicate that performance among small firms in hostile environments was positively related to an organic structure, an entrepreneurial strategic posture, and a competitive profile characterized by a long‐term orientation, high product prices, and a concern for predicting industry trends. In benign environments, on the other hand, performance was positively related to a mechanistic structure, a conservative strategic posture, and a competitive profile characterized by conservative financial management and a short‐term financial orientation, an emphasis on product refinement, and a willingness to rely heavily on single customers.
Chief executive compensation: A study of the intersection of markets and political processes
Authors: Finkelstein Sydney , Hambrick Donald C. 
Published: June 2007

AbstractA model of the determinants of chief executive (CEO) compensation is presented and tested. Based on a sample from the leisure industry, the study finds that CEO pay has complex links to several factors: firm size, complexity, performance, CEO power, board vigilance, and the CEO's human capital. The study includes a separate examination of CEO salary and bonus, as well as a test of pay determination across McEachern's (1975) ownership categories.
ZBB, MBO, PPB and their effectiveness within the planning/marketing process
Authors: Duffy Michael F. 
Published: June 2007

AbstractSubstantial attention has recently been focused on the reported failures of zero‐base budgeting (ZBB), management by objectives (MBO), and planning, programming, and budgeting (PPB) as management techniques for corporations as well as governmental agencies. This writer has determined that these failures occur because the ZBB, MBO, and PPB techniques are used in lieu of an integrated planning/marketing process and fail to recognize the process or the limitations and scope of these techniques. The techniques can and do work well where they are treated as part of, rather than as a substitute for, the planning/marketing process, and are modified to function efficiently within the process. All elements of the planning/marketing process must be given a fair share of attention if the profit or non‐profit enterprise is to succeed.
Strategy over the business cycle
Authors: Mascarenhas Briance , Aaker David A. 
Published: June 2007

AbstractThis article develops an analytical and empirical framework for examining strategy over the business cycle. Firms were observed to adjust their strategies significantly and asymmetrically over business cycle stages. There was no consistency in performance between up markets and down markets. A variable‐parameter profitability model of strategy in a cyclical industry suggested the importance of a strategy's contemporaneous and inter‐temporal relationships with performance. Discrepancies were observed between actual strategies and optimal strategies over business cycle stages.
Key success factors: Test of a general theory in the mature industrial‐product sector
Authors: De Vasconcellos E Sá Jorge Alberto Sousa , Hambrick Donald C. 
Published: June 2007

AbstractThis study tests the suppositions that (1) industries differ in their key success factors, and (2) firms whose strengths match those factors will perform well. A typology of mature industrial‐product industries, classified according to their core technology and transaction complexity, allows very strong prediction of key success factors in differing contexts. The ratings of key success factors by expert panels in six industries were in extremely close agreement with the hypotheses. Another set of expert panels in the six industries provided additional data which strongly indicated that firm profitability depends on having strengths that match the industry'S particular key success factors.
Determinants of firm performance: The relative importance of economic and organizational factors
Authors: Hansen Gary S. , Wernerfelt Birger 
Published: June 2007

AbstractWe decompose the inter‐firm variance in profit rates into economic and organizational components. Using a representative model from each paradigm we find that both sets of factors are significant determinants of firm performance. Further findings are that the two effects are roughly independent and that organizational factors explain about twice as much variance in profit rates as economic factors.
Operationalizing strategic planning
Authors: Reid David M. 
Published: June 2007

AbstractThis article reports on a study which had the purpose of probing the reality of strategic planning, of highlighting some of its shortcomings then contrasting that reality with the literature‐based constructs which are taught in business schools worldwide. In this way it is shown that the benefits of strategic planning are not realized unless the process is totally integrated with current operations. This study shows that only rarely is strategic planning a live process within companies. However, to make an improvement is extremely difficult because frequently the commitment and energy does not exist in companies. As a result, many companies are failing to benefit from their strategic planning efforts and are thus failing to establish appropriate long‐term corporate positionings.
The impact of corporate size and strategy on competitive pricing
Authors: Tellis Gerald J. 
Published: June 2007

AbstractLarger firms are often hypothesized to have higher prices than smaller competitors because of their market power or implicit collusion on prices. Advertising is often suggested as another cause of price elevation due to its ability to differentiate products of equivalent or inferior quality. This study examines the effect of these and other factors on prices in the major home appliance industry. The most interesting result is the strong corporate effect on prices, which permeates pricing strategies across categories, models and time. Contrary to the hypotheses listed above, larger corporations have lower prices, and advertised products are not higher priced. Strategic and policy implications are discussed.
Strategic groups and performance: The U.S. insurance industry, 1970–84
Authors: Fiegenbaum Avi , Thomas Howard 
Published: June 2007

AbstractThe concept of strategic groups has been accepted as an important unit of analysis in understanding competitive strategy (Porter, 1980; McGee and Thomas, 1986; Hatten and Hatten, 1987). This study builds upon previous research (Hatten et al., 1978; McGee and
Thomas, 1986; Harrigan, 1985; Cool, 1985; Cool and Schendel, 1987, 1988) and provides
a general framework for the formation of strategic groups based upon important aspects of firm strategy. This framework is applied to the insurance industry over the 1970–84 time period and strategic implications are drawn. The empirical findings demonstrate that some performance differences exist among strategic groups, and also indicate that the structure of strategic groups (both in terms of the number, and the membership) changes over time. The use of this framework for understanding competitive positioning and developing dynamic theories of strategic group movement is also discussed.
The development of strategic management: Journal quality and article impact
Authors: Franke Richard H. , Edlund Timothy W. , Oster Frederick 
Published: June 2007

AbstractQuality ratings of strategic management journals by experts correlate closely with objective quality measures of current article impact and cumulative journal influence. In part, journal quality seems determined by editors' research stature. Over 12 years, scholarly influence of strategic management periodicals has grown nearly three‐fold, as two new journals directed to conceptual development of management as a whole have risen to prominence. Expansion of strategic management research and growth of its influence may be in response to challenges posed by the continuing crisis of managerial and business performance.
Strategic marketing variables under conditions of competitive bidding
Authors: Slatter Stuart S T. P. 
Published: June 2007

AbstractFirms that obtain orders through frequent competitive bidding often fail to realize that the analysis required for making strategic marketing decisions is quite different from that for firms where competitive bidding is absent. This article presents a conceptual framework, the bidding pyramid, for understanding the interrelationships between the six major internal variables that management should adjust if optimal performance is to be achieved. The framework has been derived as the result of research undertaken in the U.K. construction industry.
An investigation of the relationship between board composition and stockholder suits
Authors: Kesner Idalene F. , Johnson Roy B. 
Published: June 2007

AbstractIn recent years lawsuits against corporate directors have increased dramatically. Moreover, many critics feel that with current shifts toward greater insider representation, the number will rise still more. This study examines the relationship between board composition and shareholder suits. The results indicate that, when compared to a control group, boards sued for failing to maintain their fiduciary responsibilities tended to have a greater proportion of inside directors. There was, however, no significant relationship between composition and suit outcomes.