bluuebunny/crossref_metadata_2025_split huggingface dataset:
Changing generic strategies: Likelihood, direction, and performance implications
Authors: Zajac Edward J. , Shortell Stephen M. 
Published: June 2007

AbstractThis study argues for greater research attention to the issue of changing generic strategies over time. The study proposes two sources of theoretical tension relating to changing strategies: (1) the notion of equally viable generic strategies versus particularly appropriate strategy/environment combinations, and (2) the relative influence of process (ability to change strategies) versus content (desire to change strategies) issues. Questions relating to these tensions are then examined empirically in an industry‐specific analysis of the likelihood, direction, and performance implications of an organization'S changing its strategy in response to an environmental shift. The findings suggest that changes in generic strategy are not rare, and that organizations do not perceive generic strategies to be equally viable in different environments across time. Performance differences were also found across generic strategies, but not between firms that changed their strategy versus those that did not.
The learning curve, technology barriers to entry, and competitive survival in the chemical processing industries
Authors: Lieberman Marvin B. 
Published: June 2007

AbstractThis paper evaluates entry and survival rates in a sample of 39 chemical product industries. The analysis focuses on learning‐based cost advantages potentially held by incumbent firms. A logit model of entry gives no evidence that entry decisions were sensitive to the cumulative production lead held by incumbents. Entry was facilitated by the fact that for most products, technology was available from a range of sources. A hazard function model reveals that entrant survival rates were unrelated to order of entry or source of process technology. However, survival was adversely affected when the leading incumbent held a large cumulative output advantage or when entrants built plants of sub‐optimal scale. Thus, a large incumbent lead in production experience did not deter new entry but did reduce the entrant'S probability of survival.
Global corporate competition: Who's winning, who's losing, and the R&D factor as one reason why
Authors: Franko Lawrence G. 
Published: June 2007

AbstractThis study summarizes the major changes over the period 1960–86 in the shares of world markets of the world'S leading American, European and Asian corporations based in 15 major industries. It relates the differential sales growth rates of the gaining and losing firms to national trends in industrial competitiveness, to employment change and to long‐term returns to shareholders. One principal determinant of firms' global growth rates, and thence gains and losses in ‘world market share’, corporate research and development (R&D) intensity, is examined and tested on an 83‐firm, six‐industry subset of the overall data base. The proportion of corporate sales revenues allocated to commercially oriented R&D emerges as a, perhaps the, principal indicator of subsequent sales growth performance relative to competition over 5–10‐year periods. Insofar as many U.S. and U.K. firms have lost global market share relative to Asian and European competitors over the past two decades, a significant contributory factor would appear to have been negligence on the part of many U.S. and U.K. firms of investment in technology as a factor determining strategic, competitive advantage.
A systematic comparative analysis and synthesis of two business‐level strategic typologies
Authors: Segev Eli 
Published: June 2007

AbstractTwo important business‐level strategic typologies were systematically evaluated, analyzed and compared in this study: Porter'S Overall Cost Leadership, Differentiation, Focus, and ‘Stuck in the Middle’ generic competitive strategies, and Miles and Snow'S Defender, Prospector, Analyzer, and Reactor types of organizational adaptation. On the basis of strategic theory, and following a pilot study, 31 strategic variables were evaluated by judges on a seven‐point maximum‐minimum scale, for each strategy, within its typology. Analysis of variances and concordance among judges regarding the ranking of the strategies on each variable were examined, and a strategic profile was built for each strategy. Proximities between strategies of the two typologies were analyzed using monotonic multidimensional scaling. The analysis indicated similarities and differences between the two typologies. A synthesis of the two typologies is suggested along two dimensions: internal consistency of the strategy, and level of proactiveness.
Business strategy, market structure and risk‐return relationships: A structural approach
Authors: Cool Karel , Dierickx Ingemar , Jemison David 
Published: June 2007

AbstractA structural model is proposed which integrates and extends previous findings on the interrelations between risk—return outcomes, market share, firm conduct attributes, and inter‐firm rivalry. It is argued that the relative impact of market share and firm conduct attributes on risk—return outcomes depends on the intensity of rivalry. The empirical setting is commerical banking in Indiana (1975–79). Latent variable path analysis (partial least‐squares) is used to estimate the model. The effect of market share is found to be quite important, even when possible ‘spurious’ effects due to differences in individual firm attributes are controlled for. Given consistent indications of oligopolistic coordination found in various parts of the model, it is inferred that the measured effect of market share reflects the exercise of market power.
Research on corporate diversification: A synthesis
Authors: Ramanujam Vasudevan , Varadarajan P. 
Published: June 2007

AbstractDiversification has emerged as a central topic of research in strategic management. Although this topic has been widely and intensively studied by scholars from other areas such as industrial organization economics, financial economics, organization theory, and marketing, a synthesis of these diverse streams of research is lacking. This paper attempts such a synthesis with a view to fostering further strategic management research in this area by taking a multi‐disciplinary perspective on diversification. A wide‐ranging search of the literature led to the development of an overarching research framework that facilitates the classification of a vast body of literature. Proceeding from the framework, a critique of the literature is performed with a particular emphasis on studies by strategic management researchers. Five key conceptual and methodological problems are identified and discussed. Suggestions are offered for future research on diversification.
The psychological context of strategic decisions: A test of relevance to practitioners
Authors: Bateman Thomas S. , Zeithaml Carl P. 
Published: June 2007

AbstractA number of authors argue that research in the organizational sciences must produce results that are both rigorous and relevant. These results should go beyond the obvious, yielding unexpected variation in our understanding of organizational phenomena. A recent paper published in this journal by the authors reported the results of a laboratory experiment examining the effect of several psychological influences on strategic decisions. This note reports the results of a survey in which executives and MBA sudents were asked to predict the results of the experiment. Although the respondent predictions were consistent, their overall set of predictions was inaccurate.
The design school: Reconsidering the basic premises of strategic management
Authors: Mintzberg Henry 
Published: June 2007

AbstractAmong the schools of thought on strategy formation, one in particular underlies almost all prescription in the field. Referred to as the ‘design school’, it proposes a simple model that views the process as one of design to achieve an essential fit between external threat and opportunity and internal distinctive competence. A number of premises underlie this model: that the process should be one of consciously controlled thought, specifically by the chief executive; that the model must be kept simple and informal; that the strategies produced should be unique, explicit, and simple; and that these strategies should appear fully formulated before they are implemented. This paper discusses and then critiques this model, focusing in particular on the problems of the conscious assessment of strengths and weaknesses, of the need to make strategies explicit, and of the separation between formulation and implementation. In so doing, it calls into question some of the most deep‐seated beliefs in the field of strategic management, including its favorite method of pedagogy.
Ceo selection, succession, compensation and firm performance: A theoretical integration and empirical analysis
Authors: Zajac Edward J. 
Published: June 2007

AbstractThis study seeks to extend and unify a set of research issues relating to CEO selection, succession, compensation, and firm performance. The study offers a model of these issues from a combined agency and organizational perspective, and tests the model using archival data and perceptual data from survey responses from 118 CEOs of the largest U.S. corporations. The results suggest that several CEO issues are significant predictors of variation in firm performance, supporting the paper's arguments for (1) a reinterpretation of the insiderfoutsider CEO distinction, (2) the relevance of CEO succession planning, and (3) the importance of CEOs' perceptions of the linkage between their personal wealth and firm wealth.
The strategy process, middle management involvement, and organizational performance
Authors: Wooldridge Bill , Floyd Steven W. 
Published: June 2007

AbstractThis paper reports the results of a study investigating the strategic involvement of middlelevel managers in 20 organizations. The results suggest that involvement in the formation of strategy is associated with improved organizational performance. Consensus among middle‐level managers, defined as strategic understanding and commitment, is related to involvement in the strategic process but not to organizational performance. Implications for research and the management of the strategic process are discussed.
Corporate mergers, stockholder diversification, and changes in systematic risk
Authors: Chatterjee Sayan , Lubatkin Michael 
Published: June 2007

AbstractStrategic management literature suggests a relationship between systematic risk and the relatedness of merging firms. This is tested for a sample of 120 large mergers by controlling for the systematic risk of the target firm, correcting for possible problems of heteroskedasticity, and estimating shifts in risk over daily as well as monthly time horizons. Finally, the influence of leverage is considered. The findings highlight a performance distinction between corporate diversification and stockholder diversification in instances of related and unrelated mergers.
PIMS and the FTC line‐of‐business data: A comparison
Authors: Marshall Cheri T. , Buzzell Robert D. 
Published: June 2007

AbstractThe PIMS data base and the FTC Line‐of‐business data base have both been widely used in industrial organization research and business strategy research. However, both data bases have been criticized because of their sample compositions, their measurement methodologies, and the underlying data structures. This study was designed to explore the issues that have been raised about the two data sets by comparing findings produced by them. Since criticism of the two data sets are dissimilar, it is highly unlikely that comparable results would be obtained if the quality of either or both data sets was deficient. This study shows that the data sets generally produce highly comparable descriptive and relational results. However, a number of disagreements do arise, and these are traced to idiosyncratic causes, rather than to the kinds of systematic shortcomings suggested by critics.
Merger motives and merger prescriptions
Authors: Trautwein Friedrich 
Published: June 2007

AbstractThe article surveys theories of merger motives and relates them to prescriptions for merger strategies. The theories of merger motives can be classified into seven groups. Those theories arguing with private information, managerial empire‐building or process influences are better supported by evidence than those tracing mergers back to efficiency gains or monopoly power. The explanations of mergers in terms of raider activity or macroeconomic disturbances carry the least plausibility. Strategy authors have discussed mergers with respect to the choice of acquisition mode, entry mode, and integration mode. The prescriptions on all three topics are dominated by the efficiency theory of mergers. For this reason they are dangerous guides for participants in merger processes. On the other hand they provide an efficient language for communicating one's position. The research in merger motives should be redirected from the efficiency theory to explanations that build on decision processes, conflicting goals, and ambiguous private information.
A reanalysis of miller and friesen's life cycle data
Authors: Drazin Robert , Kazanjian Robert K. 
Published: June 2007

AbstractThis paper reanalyzes Miller and Friesen's (1984a) life cycle dana by statistically assessing their conclusions regarding the life cycle imperative. Three separate models were tested: a three‐phase model, a four‐phase model and a five‐phase model. Using the del procedure for the prediction analysis of cross‐classification tables, a sensitivity analysis showed that there is support for the life cycle progression hypothesis, but only when firms that stay in the same phase are not treated as errors. When firms that stay the same are increasingly weighted as errors, del values drop significantly. In general, the three‐ and four‐phase models show better support for the life cycle hypothesis than the five‐phase model originally used by Miller and Friesen.
Middle managers and strategy: Microdynamics of inclusion
Authors: Westley Frances R. 
Published: June 2007

AbstractThis paper examines the role of middle management in strategic processes in bureaucratic organizations. There is evidence of extensive dissatisfaction among middle managers, who often perceive that they are excluded from strategic processes. This exclusion is de‐energizing, inefficient, and in the end, expensive. Although an element of exclusion is probably inevitable, the extent to which it occurs varies across organizations. This suggests that both exclusion and its consequences can be alleviated. An application of microsociological theory to this problem focuses attention on discrete communications about strategic generalities between superior and subordinate. This paper argues that middle managers may either be excluded or included in such ‘strategic conversations’, but inclusion does not guarantee satisfaction. When included they may emerge energized or de‐energized around strategic issues, depending on several important factors. Finally, the paper discusses the implications of these dynamics for more macro level processes, in particular, strategy as allocation of resources and strategy as interpretative schema. A set of propositions as to the likelihood of increasing or decreasing feelings of inclusion and motivation, and of sustaining such feelings over time, concludes this discussion.
Strategic types, distinctive marketing competencies and organizational performance: A multiple measures‐based study
Authors: Conant Jeffrey S. , Mokwa Michael P. , Varadarajan P. Rajan 
Published: June 2007

AbstractA new, multi‐item scale for operationalizing Miles and Snow's (1978) strategic typology— defenders, prospectors, analyzers, and reactors—is proposed and field‐tested in this paper. Relatively pure strategic types, identified as those organizations classified similarly using both the newly developed, multi‐item scale and the traditionally employed paragraph approach, are used to analyze the relationship between strategic types, distinctive marketing competencies, and organizational performance. Results of analysis suggest that while the marketing competencies of prospector organizations are superior to those of analyzer, defender, and reactor organizations, all three stable archetypes perform equally well in terms of profitability and outperform reactors. The newly developed strategic types scale performs well and appears to possess significant managerial and research potential. It is theoretically anchored, easily administered, and possesses diagnostic value to both strategists and their organizations.
Diversification strategy and performance in Canadian manufacturing firms
Authors: Nguyen The Hiep , Séror Ann , Devinney Timothy M. 
Published: June 2007

AbstractIn a study of the interrelationships between firm diversification, market power, and performance, Montgomery (1985) presents empirical evidence in support of the hypotheses that highly diversified firms will have lower market shares in their respective markets than less diversified firms and that the strategy of diversification does not contribute to firm profitability. The present paper re‐examines these results with attention to the special characteristics of the open Canadian economy in a sample of Canadian manufacturing firms. The authors report evidence in support of the hypothesis that diversification in technologically related activities results in economies of scope and greater firm performance.
Corporate linkages and organizational environment: A test of the resource dependence model
Authors: Boyd Brian 
Published: June 2007

AbstractTwo competing models of corporate boards are presented. Management control proposes that the board is a rubber stamp for management, and plays a minor role in strategic management, while resource dependence asserts that the board is a tool used to manage environmental uncertainty. A structural model was developed to determine whether corporate boards respond to different types of environmental uncertainty, using data on 147 companies from nine industry groups. It was found that boards tended to be smaller in a more uncertain environment, while having an increased number of interlocks. This relationship was stronger in high‐performing firms.
Sources of value creation in acquisitions: An empirical investigation
Authors: Seth Anju 
Published: June 2007

AbstractThis study provides a conceptual framework and an empirical methodology to assess the relative importance of different sources of value creation in acquisitions. The empirical results indicate that value creation in related acquisitions is associated with economic efficiencies hypothesized to arise both from economies of scale and scope and from operating efficiencies, and with market power. In unrelated acquisition, where such efficiencies are not expected to be present, value creation occurs nevertheless and is associated with the coinsurance effect. Finally, it is shown that financial diversification effects do not play a role in value creation in either type of acquisition.
New venture strategies: An empirical identification of eight ‘archetypes’ of competitive strategies for entry
Authors: McDougall Patricia , Robinson Richard B. 
Published: June 2007

AbstractPrevious literature on competitive strategies for new ventures differs significantly on the appropriate domain breadth for new ventures, niche versus aggressive coverage. While this study does not address normatively the appropriateness of either approach, it reveals eight distinct ‘archetypes’ of competitive strategy for entry with both niche and broad strategies represented. In this study 247 new venture CEOs from the information processing industry were asked to describe their venture's competitive strategy for entry using twenty‐six competitive methods. Factor and subsequent cluster analysis uncovered these eight different ‘archetypes’: (1) aggressive growth via commodity type products to numerous markets with small customer orders; (2) aggressive growth via price competitive new products to large customers; (3) aggressive growth with narrow, special products priced competitively to a few larger buyers; (4) controlled growth with broad product range to many markets and extensive backward integration; (5) controlled growth via premium priced products sold directly to consumers; (6) limited growth in small niches offering a superior product and high customer service; (7) average growth via steady development of new channels, brand/name ID, and heavy promotion; and (8) limited growth selling infrequently purchased products to numerous markets with some forward integration.
Diversification, vertical integration, and industry analysis: New perspectives and measurement
Authors: Davis Rachel , Duhaime Irene M. 
Published: June 2007

AbstractVertical integration, diversification, and industry analysis are fundamental topics in strategic management content research. We develop the conceptualization of these issues by exploring their nature as well as their correct measurement. Toward these ends, we conduct an extensive analysis of the COMPUSTAT II data base and the TRINET data base in all three research contexts. In addition to these two data bases, we also evaluate the Census of Manufacturers, S&P's Financial Dynamics, S&P's Industry Surveys and Dun and Bradstreet's Industry Norms and Key Business Ratios, for purposes of industry analysis. Important contributions include our identification of the potential of COMPUSTAT 11 data to distinguish within‐stage forward and backward vertical integration, and between‐stage forward and backward vertical integration, as well as our recommendations for the protection of the integrity of studies based on the COMPUSTA T II and TRINET data bases.
An empirical investigation of the effect of corporate charter antitakeover amendments on stockholder wealth
Authors: Mahoney James M. , Mahoney Joseph T. 
Published: June 2007

AbstractThis paper tests competing theoretical explanations for the passage of corporate charter antitakeover amendments. The managerial entrenchment hypothesis suggests that antitakeover amendments are adopted by incumbent management to obtain job security at stockholders' expense. An alternative hypothesis is that antitakeover amendments are proposed in order to enable the management of the target firm to extract a higher price from the bidding firm and thereby benefit stockholders. Our event study from a sample of 409 firms that adopted antitakeover amendments in the 1974–88 period indicates a strongly negative effect on stockholder wealth, in support of the managerial entrenchment hypothesis that antitakeover amendments are adopted by managers at the expense of stockholders.
Strategic assets and organizational rent
Authors: Amit Raphael , Schoemaker Paul J. H. 
Published: June 2007

AbstractWe build on an emerging strategy literature that views the firm as a bundle of resources and capabilities, and examine conditions that contribute to the realization of sustainable economic rents. Because of (1) resource‐market imperfections and (2) discretionary managerial decisions about resource development and deployment, we expect firms to differ (in and out of equilibrium) in the resources and capabilities they control. This asymmetry in turn can be a source of sustainable economic rent. The paper focuses on the linkages between the industry analysis framework, the resource‐based view of the firm, behavioral decision biases and organizational implementation issues. It connects the concept of Strategic Industry Factors at the market level with the notion of Strategic Assets at the firm level. Organizational rent is shown to stem from imperfect and discretionary decisions to develop and deploy selected resources and capabilities, made by boundedly rational managers facing high uncertainty, complexity, and intrafirm conflict.