bluuebunny/crossref_metadata_2025_split huggingface dataset:
Technological Innovation in the Pharmaceutical Industry: The Use of Organizational Control in Managing Research and Development
Authors: Cardinal Laura B. 
Published: December 2003

The literature on the management of R&D professionals strongly advocates managing R&D projects on a project-by-project basis. This literature suggests that projects should be managed differently depending upon project characteristics such as risk, ambiguity, and nonroutineness. While the primary emphasis of the R&D professional literature has been on project teams, the purpose of this study is to examine the impact of organization-wide controls on innovativeness at the firm level. In a sample of 57 pharmaceutical firms, this study investigates the influence of organizational controls on the research and development activities of R&D professionals. This study is one of a handful of studies that simultaneously explores the use of input, behavior, and output controls. Two categories of innovation are considered as dependent variables: incremental innovations in the form of drug enhancements and radical innovations in the form of new drugs. Contrary to existing theory and hypotheses developed in this study, the results show that input, behavior, and output control enhanced radical innovation, and input and output controls enhanced incremental innovation. These results challenge several important features of existing models of R&D management and diverge from common beliefs about R&D management at the project level. While it is commonly accepted that incremental and radical innovation should be managed differently, the results of this study suggest otherwise. In this instance, the management of R&D activities may be considered more similar than previously thought.
Organizational Environments in Flux: The Impact of Regulatory Punctuations on Organizational Domains, CEO Succession, and Performance
Authors: Haveman Heather A. , Russo Michael V. , Meyer Alan D. 
Published: December 2003

A central debate in organizational theory concerns how organizations evolve. There are two diametrically opposing viewpoints. Adaptation theories predict that change occurs as fluid organizations adjust to meet shifting environmental demands, while selection theories predict that change occurs through the differential selection and replacement of inert organizations as environmental demands vary over time. Our paper bridges these polar opposites by using a punctuated equilibrium framework to examine organizations' responses to discontinuous industry-level change. This framework recognizes that the histories of many industries are occasionally punctuated by dramatic exogenous shocks, such as radical technological innovation, social and political turmoil, major changes in government regulation, and economic crashes. Our central thesis is that such environmental punctuations dramatically reduce pressures and rewards for organizational inertia and thereby alter both organizations' propensities for change and their survival chances following change. We focus on one form of punctuation, major regulatory change, and study firms in two industries: general hospitals and savings and loan associations. For organizations in both industries, we examine three important outcomes: shifts in organizational domain, CEO succession, and changes in financial performance. Our analyses show that punctuational regulatory change prompts shifts in organizational domains and executive leadership. Additionally, post-punctuation domain change and post-punctuation CEO succession both affect subsequent performance. We discuss our results in light of current thinking about the content and process effects of core organizational change, which has been developed in the context of stable environments. Finally, we argue for the development of more temporally sensitive theories of organizational action.
Reproducing Knowledge: Replication Without Imitation at Moderate Complexity
Authors: Rivkin Jan W. 
Published: December 2003

The complexity of a firm's strategy affects both the ease with which the firm can replicate the strategy in a new setting and the ease with which rivals can imitate it. Simple strategies are as readily imitated as replicated, and highly intricate strategies resist imitation and replication equally. At moderate levels of complexity, however, a wedge develops between the ease of replication and the difficulty of imitation, so long as the replicator has better information than the imitator about the original success. An agent-based simulation model clarifies the structural reasons that this is so. The model also shows how the wedge-maximizing level of complexity varies with the replicator's informational edge over the imitator.The results help to pinpoint situations in which strategies requiring replication are likely to defy imitation and generate sustained competitive advantage. More generally, the analysis sheds light on the value of superior but imperfect information about good solutions to hard problems. Finally, the results suggest that a pattern long observed by organization scholars--that “loosely coupled organizations” are especially effective competitors--may arise for a very different reason than is normally posited.
Keiretsu, Governance, and Learning: Case Studies in Change from the Japanese Automotive Industry
Authors: Ahmadjian Christina L. , Lincoln James R. 
Published: December 2003

The keiretsu structuring of assembler-supplier relations historically enabled Japanese auto assemblers to remain lean and flexible while enjoying a level of control over supply akin to that of vertical integration. Yet currently there is much talk of breakdowns in keiretsu networks. This paper examines some recent developments in Japanese parts-supply keiretsu.We argue that keiretsu relationships are drifting from “hybrid” or “network” (i.e., keiretsu) governance modes toward the extremes of arms-length contracting and top-down administration. These changes are best understood through a combination of transaction cost and learning perspectives on alliance. Consistent with transaction-cost economics, the shift in purchase-supply relationships can be traced to changes in the nature of parts transactions and keiretsu-governance structures. A learning perspective on alliance complements and extends transaction-cost theory, providing additional explanation of the sources of change and the specific governance choices being made.Our first two cases document a drift in Toyota's keiretsu supply network toward a hierarchical form in the management of parts-supply transactions. Toyota has effectively internalized its transactions with Daihatsu by taking a controlling interest. Toyota's strategy toward long-term partner Denso, on the other hand, was very different. Toyota built, from the ground up, an in-house capability in electronic components, thus scaling down its dependence on Denso. A third case considers a general trend in the Japanese auto industry toward greater standardization of parts. With the routinization of quality, reliability, and speed in supply management, the need for keiretsu-style governance has declined. The withering of keiretsu obligations is also traceable to globalization and the continuing weakness of the Japanese economy, which have prompted Japanese firms to question received business practice.
Replication as Strategy
Authors: Winter Sidney G. , Szulanski Gabriel 
Published: December 2003

Replication, a familiar phenomenon sometimes referred to as the “McDonalds approach,” entails the creation and operation of a large number of similar outlets that deliver a product or perform a service. Companies pursuing this strategy are now active in over 60 industries. Although replicators are becoming one of the dominant organizational forms of our time, they have been neglected by scholars interested in organizations. As a result of this neglect, replication is typically conceptualized as little more than the exploitation of a simple business formula. Such a view clouds the strategic subtlety of replication by sidestepping the exploration efforts to uncover and develop the best business model as well as the ongoing assessment that precedes large-scale replication of it. Empirical evidence supports an alternative view of replication strategy as a process that involves a regime of exploration in which the business model is created and refined, followed by a phase of exploitation in which the business model is stabilized and leveraged through large-scale replication.In this paper we present the key elements of a theory of replication strategy. We discuss key aspects of a replication strategy, namely the broad scope of knowledge transfer and the role of the central organization, and the analytical concepts of template and Arrow core as a preamble for specifying hypotheses about the conditions under which a replication strategy is more likely to succeed in a competitive setting. Replication strategy provides unusually transparent examples of the process of leveraging knowledge assets; we exploit this in our concluding discussion.
Capabilities as Real Options
Authors: Kogut Bruce , Kulatilaka Nalin 
Published: December 2003

Strategy research consists of a balance between positive and normative theory. Normative theories suggest particular heuristics, or cognitive representations, to find appropriate solutions. Heuristics permit faster solutions to real-time problems; they also suffer from the potential of negative transfer to inappropriate applications.The theory of real options provides the appropriate heuristic framing of competencies and exploratory search. A real options approach marries the theory of financial options to foundational ideas in strategy, organizational theory, and complex systems. We join these approaches to identify three pairs of concepts: scarce factor and the underlying asset in option theory, inertia and irreversibility, and the ruggedness of landscape and option values. Strategic theories of resources largely define a core competence as unique and nonimmutable. In doing so, this definition has wrongly forgotten Barney's initial insight into scarce factor markets as determining the valuation of a competitive asset. Financial theory of real options derives its heuristics of investing in exploratory search by inferring future value of today's investments from market prices.We apply the three conceptual pairs to the evaluation of capabilities as real options through a formal descriptive model. The valuation of core capabilities is derived from observing the price dynamics of correlated strategic factors in the market. Because of inertia, managers cannot easily adjust the wrong set of organizational capabilities to the emergence of market opportunities. However, firms that have made investments in capabilities appropriate to these opportunities are able to respond. From this description, we define core competence as the choice of capabilities that permits the firm to make the best response to market opportunities. The heuristic framing of capabilities as real options guides the normative evaluation of the balance between exploitation and exploration.
Contextual Confidence and Active Trust Development in the Chinese Business Environment
Authors: Child John , Möllering Guido 
Published: December 2003

This paper contributes to the conceptual and empirical understanding of organizational trust. It confirms the importance of “contextual confidence” in institutions for building trust. Moreover, it extends models of trust production to include the effects of purposive action by the truster over and above the contextual prediction of trust emphasized in previous research. Accordingly, “active trust development” is conceptualized as a strategy to strengthen the basis for trust. Empirical evidence is drawn from a survey of 615 Hong Kong firms that manage operations in mainland China.Confidence in China's institutional context was found to have a strong positive association with trust in the local staff working within that context. Active trust development was validated as a means of enhancing trust, though its effect on trust was not as strong as that of perceived institutional effectiveness.Active trust development initiatives are particularly valuable in an environment such as contemporary China, where the institutional foundations for trust remain underdeveloped. The positive correlation of trust with organizational performance provides an incentive for managers to explore these initiatives. At the same time, government and other bodies in China and elsewhere, which are in a position to create and promote effective institutions, are encouraged to intensify their efforts in that direction.
Racial Homophily and Its Persistence in Newcomers' Social Networks
Authors: Mollica Kelly A. , Gray Barbara , Treviño Linda K. 
Published: December 2003

This study examined the formation and persistence of homophilous, or same-race, friendship ties among racial minorities and whites in a “newcomer” setting. Homophilous ties provide valuable sources of mutual support but may limit racial minorities' access to resources and information in organizations. Study participants were first-year MBA students who entered a program at the same time. We measured network ties at two times: six weeks after the beginning of the students' first semester in the program, and at the beginning of the following semester 3 1/2 months after the second survey. We also administered a separate survey measuring social identity salience prior to the first network survey. Despite the fact that there were fewer same-race ties for racial minorities to choose from, their friendship networks demonstrated greater homophily than those of whites early in the formation of the network and over time. Also, African-Americans were more likely than whites to seek out homophilous friendship ties in other class sections. Race as a salient social identity group membership was positively related to homophily for African-Americans, Hispanics, and whites. Over the time period studied there was no significant change in homophily among the racial groups' networks, despite the explicit promotion of diversity in recruitment of students, formation of heterogeneous classes and teams, and active support by the MBA program administrators. We discuss the practical implications of our findings for organizations that are attempting to increase cultural diversity and promote active interaction among individuals from different racial and ethnic backgrounds.
On the Strategic Accumulation of Intangible Assets
Authors: Knott Anne Marie , Bryce David J. , Posen Hart E. 
Published: December 2003

The resource-based view holds that firms can earn supranormal returns if and only if they have superior resources and those resources are protected by some form of isolating mechanism preventing their diffusion throughout industry. One isolating mechanism that has been proposed for intangible assets is their accumulation process. The hypothesis is that intangible assets are inherently inimitable because would-be imitators need to replicate the entire accumulation path to achieve the same resource position. Thus, entrants can never catch up to incumbents. An interesting challenge to this hypothesis is counterfactual evidence that entrants sometimes outperform incumbents. Such counterfactual evidence should not exist if the theory is strictly correct. This paper attempts to reconcile resource accumulation theory with the counterfactual evidence. We do so by building an intermediate good-production function for a firm's intangible asset stocks. We test the contribution of the intangible asset stock to the firm's final good-production function and examine the extent to which that asset stock deters rival mobility in the pharmaceutical industry. We find that the asset accumulation process itself cannot deter rivals, because asset stocks reach steady state rather quickly. Entrants can achieve an incumbent's intangible asset stock merely by matching its investment until steady state. Thus, we conclude that the accumulation process per se is not an isolating mechanism. While this is perhaps the most important contribution, another contribution is an empirical methodology for characterizing the accumulation function.
Bringing Managers into Theories of Multimarket Competition: CEOs and the Determinants of Market Entry
Authors: Stephan John , Murmann Johann Peter , Boeker Warren , Goodstein Jerry 
Published: December 2003

Multimarket (or multipoint) contact has been shown to deter aggressive actions by rivals toward each other, producing a situation of mutual forbearance among firms. To create this deterrent capability, however, firms must enter each others' markets, which is just the kind of action that the deterrent is supposed to limit. This study explores the questions: Under what conditions are firms likely to behave aggressively toward their multimarket rivals by entering their markets and when will they engage in mutual forbearance? We describe how the effect of multimarket contact on the market-entry moves of a firm changes as the level of contact a firm has with its rivals increases. We draw on competitive intelligence and decision-making theory to argue that the competitive advantages associated with multimarket contact are supplemented by the fact that a firm's multimarket competitors serve as a readily available model to reduce the uncertainty associated with market-entry decisions. We hypothesize that these factors lead firms to prefer, up to the point where forbearance concerns become paramount, to enter the markets in which their multipoint rivals already compete. We also argue that once multimarket contact levels reach the point where forbearance begins to operate, these levels also serve to stabilize the structure through better competitive intelligence, with the result that the propensity of a firm to enter into additional markets of its multimarket rivals declines. We then extend multimarket theory by focusing on the role of the CEO. Specifically, we argue that newer and longer-tenured CEOs are likely to face different influences on their preferences for particular competitive actions. We test hypotheses that link the likelihood that CEOs will abide by the mutual interdependencies that their firm's multimarket ties represent to their tenure in the CEO position. Our findings produce support for an inverted-U-shaped relationship between multipoint contact and market entry. We also find evidence that longer-tenured CEOs are guided by their firm's multimarket relationships. Newer CEOs, however, do not seem to adopt a forbearance approach toward their firm's multimarket competitors. Our findings have important implications for multimarket theory. This study is among the first to examine the role of managers within a multimarket context. We show that it is not enough for a firm to be embedded within a multimarket structure, but that for a firm to benefit from its multimarket position, its managers must be aware of this positioning and free of other influences that could cause them to behave in ways that are inconsistent with it. Because our findings show that newer CEOs can direct their firms to act in ways that are inconsistent with their firm's multimarket position, we identify an area of potential competitive vulnerability for the firm.
The Biochemical Reactions of Organometallics with Enzymes and Proteins
Authors: Ryabov Alexander D. 
Published: December 2003

AbstractMost specialists doing organometallic chemistry have little understanding of what modern biochemistry is. On the other hand, most biochemists believe that organometallic chemistry stands much apart from the problems they study. But the real distance, if any, between these magnificent pyramids of modern science is progressively decreasing. Their interaction has given birth to a new branch of science, organometallic biochemistry, the general aspects of which are discussed here.
Reactivity of Cobalt Atoms towards 1,2,3,4,5‐Pentamethylcyclopentadienyl: Synthesis and Structure of Bis(η5‐pentamethylcyclopentadienyl)‐(μ2‐η5:η5‐pentamethylcyclopentadienyl)dicobalt and Bis(η5‐pentamethylcyclopentadienyl)dicobalt
Authors: Schneider Jörg J. , Goddard Richard , Werner Stefan , Krüger Carl 
Published: December 2003

AbstractFor corrigendum see DOI:10.1002/anie.199213921
Cycloalkadiynes—From Bent Triple Bonds to Strained Cage Compounds
Authors: Gleiter Rolf 
Published: December 2003

AbstractThe synthesis of Cycloalkadiynes with medium‐sized rings may be accomplished by a number of ring‐closing and elimination reactions. Information concerning the conformation of the rings as well as the extent of transannular interaction between the triple bonds is obtained by analysis of X‐ray crystallographic data and by photoelectron spectroscopy. The diacetylene complexes of Ag1 and Cu1 show hardly any structural change compared to the uncomplexed compounds while the bis(hexacarbonyldicobalt) complexes differ significantly in their structural parameters. Reaction of Cycloalkadiynes with dicarbonyl(η5‐cyclopentadienyl)cobalt yields inter‐ and intramolecular cyclobutadiene complexes. The superphane of cyclobutadiene formed by the intermolecular reaction can be transformed into a number of highly strained cage compounds in few steps. In addition, the variety of such cage compounds can be increased if the reaction of a cyclic diacetylene is carried out with dimethylacetylenedicarboxylate in the presence of aluminum chloride. The intermediate bridged Dewar benzenes eventually lead to propellaprismanes.
Molecules with Large Cavities in Supramolecular Chemistry
Authors: Seel Christian , Vögtle Fritz 
Published: December 2003

AbstractSupramolecular chemistryis a new area of research that has rapidly developed from pure synthetic chemistry, and its novelty has led to interdisciplinary cooperation between organic and inorganic chemistry, biochemistry, physical and theoretical chemistry, and physics. Whereasmolecular chemistryessentially deals with the covalent bonding of atoms, Supramolecular chemistry is predominantly involved in the study of the weaker intermolecular interactions resulting in the association and self‐organization of several components to form larger aggregates (supramolecules). The first crown ether discovered by the subsequent Nobel prizewinner Pedersen was more the fortuitous reaction product of an impurity, but nowadays, some twenty‐five years later, chemists are able to tailor host molecules to special requirements. Host compounds having a cyclophane skeleton make an important contribution, since their aromatic structural units ensure the necessary rigidity of the molecular structures and thereby improve the preorganization of the coordination sites for the cooperative binding of the guests. During the course of the rapid development of Supramolecular chemistry such a large number of synthetic hosts has been developed and their interaction with guests studied in such depth that we must restrict ourselves here to a discussion of a particular group of host compounds, namely cavity‐supporting macrobicyclic and macrooligocyclic phanesu, which bear a similar relation to open‐chain and monocyclic hosts as the metal‐complexing cryptands to the podands and crown ethers. The molecular architecture of these three‐dimensionally bridged macrooligocycles is a challenge for synthetic chemistry. (Not only the size and shape of the intramolecular cavity, but also the provision of the latter with suitable coordination centers have to be included in the synthesis strategy.) The capacity for the envelopment of guests from all sides and the expedientendofunctionalization often also produce a particularly strong binding of host and guest, outstanding selectivities with regards to molecular recognition, and special properties of the Supramolecular complexes.